Photo by Robin Maben.
Time Flies When You Waste It
The old saying goes, “Time flies when you are having fun!” It’s true, but time goes at the speed of light when you waste it. There are many professional and personal examples of time-wasting: Ineffective meetings, constantly checking email/Facebook/Twitter/websites, having arguments and making complaints to get your point across, watching bad television, and more. Any of these activities can make a precious hour or two vanish in an instant—time you will never get back.
What's the solution? It’s not as simple as just stopping the activity. The ways we waste time are often habits and routines. Habits and routines are our default response to moments where we haven’t made a choice about what to do next. Habits are broken when we make conscious choices to spend our time on something more valuable.
For example, if we have not made a choice about how we will start our work day, we will likely check email, Facebook and Twitter, and then an hour later make some progress on our task (and then check email, Facebook, and Twitter again).
The key to making more effective use of our time is to intentionally interrupt our routines with something more meaningful or productive. The next time you are tempted to default to a time wasting routine, choose to do something more meaningful instead. Call and thank a partner. Reach out to someone and ask them to give to your organization or buy your product. Start your project. Have the difficult but necessary conversation you have been putting off.
Fortunately, there are a number of amazing resources to help us address some of the time wasters mentioned above. Here are a few:
Effective-ize your meetings. We’ve all been in meetings that leave you wishing you could have your time back to work on something else. I strongly recommend Al Pittampalli’s Read This Before Our Next Meeting(2011). It’s only $5 on Kindle. Buy it. You will thank me later when you are working on an awesome project that will make a difference, instead of sitting in a meeting to plan the next meeting.
Conquer your inbox. Organized Audrey, a consultant who focuses on organization, offers some excellent tips on increasing “email productivity” and how to tackle an overflowing inbox. She coined one of my favorite quotes, “Clutter (including email clutter) is the result of delayed decisions.” Her email advice changed my life—I no longer spend useful time wallowing in my inbox.
Go on a Facebook fast. In May of 2012 I deactivated my Facebook account and didn’t reactivate it until January of 2013. Surprisingly, the greatest benefit I derived from this experience was mental. The impulse to check my News Feed every ten minutes? Gone. The interesting thoughts I had? They were pondered, deliberated, and personally discussed with others, instead of summarized while waiting for artificial affirmation (likes and comments). I more fully experienced each moment without the mental distraction of posting it online.
Automate your tweets. If you are responsible to post status updates and tweets for your organization, use a service like Hoot Suite. My favorite feature of Hoot Suite is the option to schedule posts. In just 20 minutes I can take care of the next two weeks of posts. Now I can better focus on projects at hand without the distraction of writing my next tweet.
Have Difficult Conversations
Unlike meetings, email, and social media, this is not a time waster. Rather, it is necessary, scary, unpleasant, and incredibly powerful. Many have relationships (both personal and professional) that are sucking the life out of them, but fear having conversations to address the situation. I’m here to tell you from personal experience facing your fear is worth it and comes with great reward—fullness of life. If you need help mustering the courage to have difficult conversations or face any challenge, I highly recommend The Flinch by Julien Smith. It's free on the Kindle.
Often people make time fly by wasting it instead of investing it in fun, meaningful, productive, and life-improving activities. Time is life. Today, start making decisions that interrupt your habits. Make conscious choices that maximize fun, memories, and meaning. The fulfillment we get from our lives, work, organizations, and society depend on it.
How have you become more effective and not wasted time?
This video - Dan Pallotta's The way we think about charity is dead wrong - has been rocketing around the internet over the past couple of weeks. Numerous people have emailed it to me and a couple have shared it on my facebook wall. All of them have been asking what I think.
I finally had a chance to sit down and watch it a few days ago and, honestly, what strikes me most about it is not the central message about how our emphasis on overhead misses both the point and the potential of the nonprofit sector. I don’t think Dan Pallota is saying anything that folks like Kim Klein or GIFT have been making for years - though I always appreicate when someone’s able to underscore an important point eloquently. Mr. Palotta does just that in his TED Talk, so I am very grateful to him.
What struck me most about Dan Pallotta's talk is that he’s trying to shine a bright light on something that isn't necessarily controversial. The vast majority of us agree that the way we think about nonprofit operations is broken. Even folks outside of the sector who don't have an understanding of the ins and outs of running a nonprofit organization understand the simplicity of the argument that you can't solve big, complex problems with meager investments. What's difficult is where to and how to begin to change something that has become culturally comfortable, however dysfunctional. What are the first steps an individual, let alone a sector takes in making a fundamental shift in the way that it thinks and operates?
Last month, Rahsaan Harris, executive director of Emerging Practitioners in Philanthropy, and I posted a blog and sent eblasts to our respective networks about something else that most of us agree is broken - power dynamics between funders and grantees in the nonprofit sector. We titled the eblast Beans & Cornbread - Rahsaan's tongue-in-cheek reference to the Louis Jordan & Tympany Five song about things that go together but sometimes just can't get along. But we also talked seriously about this need for a fundamental shift in the way that these dynamics play out and what we see as the role of our generation in facing these issues.
What Rahsaan and I found in our conversations surrounding the post was that agreeing that the fundamental relationship between the nonprofit sector and the philanthropic sector is problematic wasn't hard. Agreeing that EPIP and YNPN have a unique role to play in addressing these dynamics wasn’t hard either. It’s a conversation that our organizations have actually been having for years and our members are very ready for based on the numerous responses we got to the survey that accompanied the post. What's hard is figuring out what to do next.
After we sent out the post, many responded enthusiastically, “Saying, okay - what’s the plan?” Here’s the honest answer - we’re not really sure. EPIP and YNPN have taken important steps by co-facilitating power dynamics workshops together but know that this is only one piece of the puzzle. We know that it’s important to set the stage at the National level but also need our members to be talking one on one. We know that this conversation has and will take years (as fundamental shifts tend to) and it will take many of us working patiently together. So we're as curious and excited as everyone else to see where it will lead.
What we do know is that folks are ready - they’re past ready. So we’re ready too. And we’re looking forward to figuring this out together.
Photo by flutterface.co.uk
Over the past couple of months I’ve been conducting interviews with new and veteran YNPN National board members that have given me the chance to take the ideas I’ve developed over the years about talent management, the online research I’ve been immersed in most recently, and use it all to build an overarching narrative - the “YNPN Story”, if you will - about how our organization matches its ambitious goals with the leadership needed to accomplish them.
I wanted to find out how and why YNPN develops leaders in the particular way we do; what distinguishes our culture from the way other organizations operate; how our mission functions day-to-day through our work on the ground. I became curious about the themes that emerged in the interviews: the common joys and challenges these leaders had working in the nonprofit sector and with YNPN; the shared values that guided them in their professions and in building "a movement activating emerging leaders to advance a diverse and powerful social sector".
I learned that there are many core values that distinguish YNPN and our approach to managing and developing talent. I’ll be pulling these together into a complete report, but here are some highlights so far:
- YNPN is powered by highly intelligent (yet accessible), self-starting, resourceful leaders who are devoted to the nonprofit sector at large, to their chapters, and to collaborating with and mutually supporting each other.
- YNPN provides explicit and implicit opportunities for professional growth and learning, no matter one’s age or experience level. YNPN’s very structure and leadership development model (chapters run by all-volunteer boards) propels its leaders’ careers to new levels.
- YNPN is committed to addressing the challenges that come with being an almost entirely volunteer-driven organization, including leadership turnover, limits on capacity, and the need for greater accountability and institutional memory.
- YNPN’s increased visibility and influence in the nonprofit sector, combined with rapid national and chapter level growth, require greater and more specific attention to the systems and structures it has in place to develop, manage and sustain both volunteer and paid staff.
Really great to see these themes emerge. Again, the full report will be shared soon, but what’s the goal of it? Trish and I aim to make it useful both internally and externally, so we can:
- ensure that attention to organisational culture and talent management are a central, intentional part of YNPN National’s growth in the months and years ahead.
- support YNPN leaders and chapters in conducting their own assessments to make this “network of inspired and engaged leaders” the most effective it can be.
- contribute to large sector conversations about managing talent and developing healthy, positive organizational culture.
Keep an eye out for the report coming soon. Meanwhile, it’s your turn to reflect:
- How would you tell your own story, as an emerging leader in the nonprofit sector? What were the moments that drew you to nonprofit work? How has YNPN met you you on that journey?
- How would you tell the story of your YNPN chapter? How did it first get off the ground? What did it take to get it where it is now, and what will it take for you to thrive in the future? What are the unique values that guide your chapter? What are its own unique structure and culture?
We invite everyone to respond with their reflections in the comment box below. For chapter leaders: to help you answer some of those questions at the chapter level, we’re hosting a series of interactive webinars on “Developing Talent for Chapter Success”. It will be a chance to hear from sector experts and chapter leaders across the country - as well as share your own experiences and questions. Together, we’ll learn about topics including:
- conducting organizational assessments and strategic planning
- developing the right leadership model / structure to meet organizational goals
- managing staff and volunteers effectively and retaining their long-term involvement
The first webinar is this Wednesday, March 20th at 8pm Eastern / 5pm Pacific. Talk to you then!
By Betty Jeanne Rueters-Ward, LaunchPad Fellow and National Talent Coordinator
New Board, Clear Vision
Have you ever had that experience where you decide to make something from a recipe you found online? You get the exact ingredients, follow the steps to the letter, and then you're still kind of shocked when it comes out looking like it did in the photo on the food blog?
I think that's exactly the sort of experience I found myself having a few weeks ago as I stood in the lobby of the Ford Foundation watching the 2013 YNPN National Board arrive for the first day of our board retreat.
Back in 2011, the YNPN National Board recognized that we needed a significant overhaul of our board structure in order to best support the organization that we were becoming - a staffed nonprofit overseeing an increasingly sophisticated network with growing influence in the sector. Under the ever-patient guidance of the Marla Cornelius from CompassPoint, we dove into the arduous process of really laying out what we wanted to accomplish at this exciting-but-kind-of-weird phase of our organizational growth, and what sort of governance structure we’d need to guide us into our next phase.
Pausing to take stock is hard for any organization, but especially hard for organizations like YNPN where the board essentially serves as staff. It meant that, for almost a full, uncomfortable year we had to do a lot of what felt more like talking than doing. It meant that we had to say no to opportunities that felt like they would disappear and direct support for our chapters went bare bones. It meant we didn’t recruit new board members for a full cycle and current board members carried a bigger load. It meant that some of those people left frustrated and the ones who stayed felt stretched.
But it also meant that when we’d finally agreed upon a new structure, what looked like a simple chart had a solid layer of critical conversations underneath it about the work laid out in each of those boxes and the types of people we believed should take seats within that structure. It was a little like staring at the recipe on the food blog.
And we couldn’t be more thrilled with the way the recipe turned out. The 2013 YNPN National Board members represents all the things we love about YNPN and aspire for the sector to be: They are sharp, they are passionate, they are fun, they believe in possibilities and they are grounded and skilled in the work that needs to be done.
It was with this group, that we were able to develop for the first time almost 5 years a mission and vision statement for YNPN that feels totally resonant. Make no mistake, the process for arriving at these statements was challenging and actually did reveal the true diversity in the room. But under the expert facilitation of long-time YNPN consultant, Caroline Bolas, we were able to agree upon ideas, phrases, and words that spoke for each of us. We began by looking to the statements of our chapters for inspiration, then reflected on our own hopes and dreams for the world and for the sector, then zeroed in on the unique roles and responsibilities of YNPN, the network and YNPN, the National organization.
We arrived here:
Our Vision ("what the world will look like if YNPN is successful"):
Stronger communities propelled by a network of inspired and engaged leaders.
Our Mission (YNPN's role in making this vision a reality):
The Young Nonprofit Professionals Network (YNPN) is a movement. We activate emerging leaders to advance a diverse and powerful social sector.
And from here, we’re so excited to move forward with all of you.
But we’d also like to know what you think! What resonates with you or rubs you about this new mission and vision for YNPN National. (Chapter leaders, especially - we’d love to hear from you!) Leave your comments below!
My Five Week Networking & Job Blitz
A little over a year ago I found myself in uncharted territory. I had recently completed my master’s degree in nonprofit management and was looking to change careers from the faith-based nonprofit sector, where I had been for five years, to the general nonprofit sector and I didn’t know where to begin.
I began meeting with a family friend who became my career coach. Through her support and “assignments,” I started the craziest five weeks of my life which I now call my “five week networking blitz.” At the end of the five weeks I had met with 25 nonprofit professionals, applied for ten jobs, had three interviews and took a new position. My career search had become my full-time job.
As I look back on my five week networking blitz, there are six takeaways which made me successful in my career search.
You are looking to make connections not just get a job
Yes, the end goal is to find a job but don’t expect every conversation to be about getting a job. Not everyone is hiring but the connection you are meeting with may know about an opening. You are looking to build your “black book” of nonprofit contacts. People you can reach out to when you are struggling with something on the job and people who begin to think about you when a job opening occurs. These connections will be partners throughout your professional career.
Make a list of your nonprofit connections
Make a list of all of your nonprofit connections with their organization, position, phone number, email and mailing address. Highlight contacts who will be most beneficial to your search.
When first sitting down it may seem like your list is going to be short, but think about everyone you interact with. These people can include classmates, past colleagues, someone you met through YNPN Denver, board members, or organizations at which you volunteer. Another challenge would be to add people who work at your “dream” organization. This may be a stretch, but remember, you are only looking to make a connection, not get a job offer.
Ask for an informational meeting
Once you have come up with your list of nonprofit professionals, begin setting up informational meetings with these individuals. Once again, you are looking for information which will help you professionally. If you know you are looking to move from programming to development, meet with a development director and ask questions about what working in development looks like and how you can break into the field.
Remember, people love to talk about their jobs and why they do it. You are interviewing them and you are telling them about you and what type of position you are looking for. At these informational meetings also ask them for some of the best resources they have used in their own profession.
If you meet them for coffee or lunch, offer to pay. Don’t forget, they are taking time out of their schedules to meet with you and offering to pay shows you value the conversation.
Ask for two additional connections
At each informational meeting ask your contact for two additional contacts that may be beneficial for your job search. You are trying to spread your networking net as far as you can, but depending on your professional experience your initial net might be small. By reaching out to their contacts you are meeting with new connections that may have other leads. Instead of just you looking for a job you now have four people looking for opportunities.
From my initial list of 30 connections I ended up with a list of over 60 people. I am now connected to people whose paths I would never have crossed if I hadn’t asked for additional contacts.
Write a handwritten thank you note
This by far is the most important step to the networking blitz. You need to send a handwritten thank you note for your informational meeting. Why handwritten? You want to show that the conversation was valuable and deserves the time it takes to write a handwritten message. In the note write about the meeting, thank them for the connections (reminding them to send you their information if they haven’t given it to you) and write about something specifically that was talked about at the meeting. For example, if they said they are in the middle of a large fundraising event wish them luck.
Write the thank you note in the car right after the meeting and stick it in the mailbox the same day. By doing this you are making sure you cover everything you talked about but also show how important the conversation was for you.
At the end of the networking blitz follow up with all your contacts. Thank them again for their time, update them on any new developments and keep in touch with them sporadically throughout the year. Once again, these are not just contacts for the five weeks but contacts for the rest of your career. Just as fundraising professionals need to steward relationships, you need to steward relationships with your contacts.
Drop them a note around Thanksgiving thanking them for their help in your professional career. Email them about a job opening they might be interested in. When you change jobs, let them know.
At the end of the day, remember it is a two-way street. Right now you might need their help in finding a job but you want to be there for them when they need you.
Have you ever participated in your own networking blitz? What were some takeaways which may be beneficial for others? Please leave your thoughts in the comments below.
Betty Jeanne here and I’m thrilled to be in dialogue with all of you. As this blog recently announced, I’m one of the LaunchPad fellows working with YNPN National this year. The focus of my work is on talent management: how YNPN (and the larger nonprofit sector) recruits, develops, and retains leaders for our crucial work. Part of my task is evaluating and strengthening the internal systems and structures YNPN uses for talent management. However, I’m especially eager to contribute to a sector-wide conversation about the topic - and to hear from all of you about your own wisdom and experiences.
As I began working with YNPN, I found great alignment between my own vision for the nonprofit sector, and that of our national organization. We were asking similar questions: How do you best support the exceptional leaders - both paid and volunteer - to make our vision a reality? What unique opportunities and challenges does the nonprofit sector face with leadership development? What best practices have YNPN chapters developed around talent management, and how can we amplify those lessons to be shared nationally?
Personally, my approach to talent management reflects my overall orientation to nonprofit leadership. My work centers on relationship; on building and leveraging a diverse network in service of an organization's mission and vision. I support the holistic wellbeing of both paid and unpaid leaders, knowing their experience – from recruitment to retention – plays a crucial role in determining an organization's success.
I’m aware that the practice of talent management (TM) is rapidly changing due to shifts in the nonprofit sector, economic and political climates, generational turnover in the workforce, and new technological developments. We will need greater innovation and creativity to first identify the human resources (or “people power”) needed to accomplish an organization’s goals, then to find ways to strategically meet those needs.
Some of the lessons I’ve gathered about talent management:
- Organizations have their own unique SWOT (strengths, weaknesses, opportunities and threats) for talent management (TM). A strategy for TM must consider these factors in order to enable an organization reach its particular goals.
- The nonprofit sector specifically requires us to value and develop both unpaid (volunteer) talent and paid staff, and to explore hybrid models of paid and unpaid staffing.
- Understanding and addressing generational differences – for example, how to connect more effectively with an increasing workforce of tech-immersed “Millennials” – is essential. Fostering intergenerational community contributes to organizational vitality overall.
- More than ever, professional and personal lives are managed through social media and mobile platforms: our methods of outreach must respond to this trend.
- Increasing turnover rates call us to a greater emphasis on retention that responds to leaders’ individual needs. Personally, I am passionate about one-on-one support of leaders, as well as strengthening overall morale and teambuilding.
- Organizations must combine external recruitment with internal development (building skills and leadership among existing leaders) to ensure the talent they need.
- Leaders need to feel a positive connection not only to an organization’s brand, but to the underlying values that guide its work.
- We can learn so much from intentionally observing and evaluating the experience of both current leaders (retention), as well as potential candidates (recruitment).
- Talent management must be an ongoing, intentional process that engages all stakeholders – staff, volunteers, board members, donors, etc. – in building the strongest organization possible.
Most of all, I’m eager to learn from all of you about your own experiences with talent management, and exchange ideas for how to make this part of our work even stronger. In the comment box below, I’d love to hear:
- How are the points above showing up in your organization? Where are you struggling? Where are you making inroads?
- What great resources or insights have you come upon lately in these areas?
Chapter leaders: keep an eye out for an invitation for you to contribute your own lessons, questions, and best practices on talent management in the coming months. We’ll be sharing tools and resources over social media, and exploring the topic more deeply on the YNPN blog.
by Betty-Jeanne Rueters-Ward, LaunchPad Fellow and National Talent Coordinator
I remember being an undergrad and asking Dan Doughterty, one of the directors of our campus social justice center, why he always took the bus. I knew where he lived, I knew he had a car, and I knew that it took him an extra 45 minutes to get to campus every day each way because he chose to ride the bus instead of taking his car. I think I expected something about environmental impact or gas prices in response. Instead he said, “Well, when you do the sort of work we’re trying to do here, I just think it’s important to start every morning standing in community.”
Over the years, the people whose practice I’ve most admired have always been people who’ve lived into this philosophy in some form or another. Whether it was my boss at the Building Movement Project, Frances, who would literally get itchy if she spent more than three straight weeks researching and writing about social movements rather than being “on the ground;” or fierce Sister Gene from my high school who ran around Latin America every summer to various demonstrations where she thought the presence of an American might lower the chances of (but not necessarily guarantee against) a massacre.
Fortunately, I’ve never had a job that required me to stand so directly in the line of fire, but the importance of actually touching the people and communities that you’re working “for” has been deeply, thankfully ingrained in me over the years.
So in 2012 during my first year as Director of YNPN, I knew that I wanted to spend as much time as I could with our chapters and our chapter leaders - that I would learn the most in that space about what our network was truly contributing to building a more just and equitable world and the direction I needed to set in order to help our chapters do this even more effectively.
While I didn’t have a chance to visit with every one of our 34 chapters (though at some point I do remember believing that this was actually possible. Yeah, not sure what I was thinking there...) I did have a chance to visit with 12 of our chapters over the course of the year - Chicago, Phoenix, San Francisco, Los Angeles, Indianapolis, Twin Cities, New York City, DC, Boston, Grand Rapids, Detroit, and Southwest Michigan. On each of these trips, I was consistently reminded of everything that kept Dan and Frances and Sister Gene on the bus and on the ground and in solidarity.
On each of these trips, I was reminded of how vibrant, creative, values-driven, strategic, diverse, and vital to communities our chapters are. It was during these trips that the first projects of YNPN 3.0 took shape and the YNPN LaunchPad Fellowship became an obvious solution for expanding our capacity. I would get on the plane humbled and energized and return to my desk clearer, more full of possibilities, and driven to do what needed to be done to support the network.
We have much to be proud as a network from the past year - both in terms of National recognition and in terms of all the amazing programming provided by our chapters. Knowing, however, how much more network infrastructure we still have to build to become THE platform for developing and moving diverse talent throughout the nonprofit sector, I thought it was critical to start the year by “getting back on the bus” - virtually for now. For the month of January, our new Field Coordinator/LaunchPad Fellow Ashley and I will be hosting calls and google hangouts with every single established chapter in the YNPN Network, starting with Atlanta and ending in Las Vegas.
We’ll be posting and tweeting along the way so be sure to like us on Facebook and follow the #ynpnvrt13 on twitter to learn fun facts about the chapters we’re “visiting.” The goal will be to expand on what we learned from spending time with 12 chapters in 2012 and use it to set a bold strategic vision in 2013.
Mostly, it will be an opportunity to start our year standing in community.
It started out this summer as something of an internal design challenge: how do we take our current resources (i.e. money, people, staff capacity, good will) and rearrange them in such a way that everyone gets back more than what they put in?
One of the many exciting results of this organizational shift in thinking is the YNPN National LaunchPad Fellows program - a way for aspiring nonprofiteers interested in building skills and experience in a very specific area to lend their time and talents to a fast-growing, dynamic organization.
A little over two months ago we put the call out that we were looking for energetic, talented folks from the YNPN network and beyond, who might be willing to offer us 10 hours a week of their time and talents in exchange for substantive work in an area they hoped to learn more about, focused professional development, and a modest stipend.
We were *completely overwhelmed* by the response - not only by the number of applicants but by the quality, range, and depth of experiences they brought with them. Folks applied from all over the country and the Fellows we were lucky enough to select are proof positive that the nonprofit sector absolutely does not suffer from a lack of talent.
It's a great privilege for us to introduce Shinei, Ashley, Laci and Betty Jeanne.* Click here to learn more about the work that they'll be doing for YNPN, what makes them tick, and - most importantly - how to connect with them.
(Special thanks to the Annie E. Casey foundation for their ongoing commitment to building a stronger, more impactful sector.)
*UPDATE: We've added a fifth YNPN LaunchPad Fellow since this post originally went up in November. You can learn more about Krysten Lynn Ryba-Tures, our Data Coordinator, by clicking on the link above!
Those of you who were with me at the joint YNPN/CompassPoint Nonprofit Day back in August probably came out of the day feeling energized by all of the discussions about innovations that will help to create a more effective and impactful sector – everything from new models of multigenerational leadership to rethinking the way that we make decisions on the personal and organizational levels.
However, one of the most exciting innovations that struck me was the announcement of the pending launch of the American Nonprofits Federal Credit Union (ANFCU) - a federal credit union specifically for the non-profit sector. So I made a note to follow up on this initiative and learn more about what it would look like, what it would mean for the sector, and what it might mean for YNPNers in particular.
So I recently had the chance to talk with Pamela Davis, the President of American Nonprofits, and Charlie Wilcox, the organizer of the American Nonprofits Federal Credit Union. Here’s what they had to say about this new effort:
Dan Blakemore (YNPN National Board): Okay, first things first - how does a credit union work?
Charlie Wilcox: A credit union is a cooperative business equally owned by the members, 1 share per member and each member is able to vote on the organization’s activities. The members elect a board of directors who have fiduciary responsibility for the organization. The credit union is able to offer lower cost financial services for the membership. Any profits are either distributed back to the members as dividends or used to support additional growth.
DB: So what will ANFCU mean specifically for the non-profit sector?
Pamela Davis: The credit union will provide a more efficient banking model for the sector, as it is typically more difficult for non-profit organizations to secure credit due to a lack of understanding of how these groups function. ANFCU will also seek to raise awareness about our sector and how our financial models function.
DB: I’m sure lots of folks will be excited to hear that. So what’s the timeline for the credit union’s development?
PD: By the end of 2013, we expect to have ANFCU up and running and serving members.
DB: Great! In the meantime, how can YNPN members and their employers support this effort?
CW: YNPN members can complete this survey that is the next step in the process to make the credit union a reality.
PD: We’re also looking for volunteers who have skills in data analysis and communications. Additionally, we are in the process of raising $10.5 million in seed funding and are always interested in making connections with prospective funders.
DB: Those sound like really great opportunities for input and engagement. Anything else YNPN members know about this effort?
CW: We see the Nonprofits Insurance Alliance Group as a successful model that proves the viability of non-profit groups creating their own financial institutions. Pamela has been a big part of NIA Group’s success over the last 23 years, so it is great to have her taking part in the ANFCU project.
PD: ANFCU will provide the means for the non-profit sector to support itself in a substantive and strategic way by leveraging our cumulative financial resources.
YNPN is proud to support the ongoing effort to create a federal credit union specifically for the non-profit sector, the American Nonprofits Federal Credit Union (ANFCU). For more information on this effort, click here and feel free to leave any comments or questions for Charlie or Pamela in the section below. They’d love to hear from you!
The first in a 3-part blog series by Jeanne Bell of CompassPoint and Trish Tchume of YNPN
Multigenerational leadership is an organizational, network, and movement stance in which leaders of all ages prioritize their shared values and leverage the perspectives and capacities of all generations to achieve progressive social change together.
Does this definition resonate for you?
|That’s why we were concerned by the results of a survey we took at our August 2012 co-designed conference, Generations of Change: A Multigenerational Leadership Conference. More than 500 YNPN and CompassPoint stakeholders from across the country attended. As we kicked the day off, we asked attendees to participate in flash research—a quick pulse-taking of their knowledge and beliefs about multigenerational leadership.||Generations of Change Conference cartoon by Lloyd Dangle|
|Twenty-six percent of respondents said they felt no explicit effort in their corner of the nonprofit sector to embrace and leverage multigenerational leadership. Another 31% weren’t sure if they did—suggesting uncertainty about what we mean by the term and what conscious leveraging of leadership across generations could look like. While it’s a start that 43% did see evidence of these efforts, given the decade-plus we have all been at work on this, we hoped to be further along.|
By Trish Tchume of YNPN and Jeanne Bell of CompassPoint
- Building Movement Project Report: What Works: Developing Successful Multigenerational Leadership
|Jeanne Bell and Trish Tchume||The Young Nonprofit Professionals Network (YNPN) and CompassPoint share a deep commitment to nurturing a powerful and diverse leadership pipeline for the nonprofit sector. In our own ways, we have helped to shape the dialogue about who "next generation" leaders are; about what it takes to develop and sustain leaders in social equity work especially; and about what healthy leadership transitions entail as veteran leaders move from executive director seats into other sector leadership capacities.