Last fall at a conference, I had the chance to sit in on a session facilitated by Kirk Kramer of the Bridgespan Group. During the session, Kirk shared a framework for developing organizational leaders laid out in a recent report written by he and his colleague Preeta Nayak entitled, What’s Your “Plan A” for Growing Future Leaders? If you haven’t had the chance to read the report yet, I highly recommend. It does a solid job of drawing the link between leadership development throughout an organization (especially younger leaders) and the growth and sustainability of any organization. It also couples this development with other key planning processes like budgeting and strategic planning. So Plan A pulls what is often seen as peripheral or an afterthought for most organizations into the center, encourages organizations to be proactive about this process, and (best yet) offers a step by step process for building an organizational culture that supports development. (Who doesn’t love step-by-step?)
Okay back to that conference...
Kirk shared during his session that Bridgespan’s Plan A framework had its roots in the Center for Creative Leadership’s “70-20-10” model. This model, based on extensive research, sets 70 percent on-the-job learning, 20 percent coaching and mentoring, and 10 percent formal training as the optimal mix for adult learning and development.
While I was quite familiar with the Center for Creative Leadership, before Kirk’s session, I had never heard of the 70-20-10 model, but found that it aligned almost exactly with YNPN’s “Pillars of Leadership Development” - four key areas that have our members have identified over YNPN’s 15 years as most valuable to their own leadership development.
The missing link from the 70-20-10 model, however, that so many of our members site as essential to their own growth is “access to a networks.” As I travel the country meeting with members, I hear time and again that skills-based trainings provided by organizations like ours, coaching and mentoring (which chapters are increasingly offering), and a place to apply those skills via “stretch” opportunities on the job or even board service are important pieces of their work to grow as effective change agents. But YNPNers cite just as equally the importance of being able to have these experiences in community and to access and discover new opportunities via the network.
So as giants in the field of sector research and leadership development continue to refine these models for building stronger leaders and more effective organizations for addressing society’s most pressing problems, it is important not to overlook the critical importance of networks. Next generation leaders know that individual and even organizational development falls short without connection and collaboration.
It’s hard to work at nonprofits these days without hearing about the leadership challenges our sector faces.What kind of leaders do we need? Who will lead the sector in years to come? How are we cultivating and supporting the next generation?
Gregory Cendana is tackling these questions as the youngest and first openly gay executive director of theAsian Pacific American Labor Alliance (APALA), the first and only national organization of Asian Pacific American union members and allies to advance worker, immigrant, and civil rights. Although he was selected as the organization’s executive director when he was just 24-years-old in 2010, Gregory has been learning the ins-and-outs of organizing and leadership since he was a teenager.
At home, he heard his father, who emigrated from the Philippines, talk about his concerns with his union. Inspired to help his father and learn more about unions, in college Gregory secured an internship with the very same union that his father belonged to and became involved with campaigns in California and across the country. This led him to running (and being elected) as the president of the United States Student Association. These transformative experiences not only allowed him to develop critical skills in leadership development, public speaking, and coalition building, but also connected him with a mentor who soon encouraged him to apply for the executive director position at APALA.
With the help of a mentor, hands-on experience, and a desire to strengthen workers’ rights, Gregory is entering his third year as executive director.
Do you want to become an executive director of a nonprofit?
Here’s Gregory’s advice:
- Connect with current executive directors: “Get to know executive directors or people in similar positions. If you can, get them as mentors. Learn and understand what makes them good at what they do but also talk about the challenges they face and skills you should you pick up so you can handle the job.”
- Surround yourself with supportive people: “As friendly and gregarious as I am, there are moments when I feel like I am by myself. It’s a reminder of the responsibilities and what comes with the role; being an executive director can be lonely. But if you surround yourself with people that care about you and want to support you it will be easier.”
- Make sure the board is behind you: “When I interviewed for the position, I only met the executive board members, so just five people. At my first in-person board meeting, the majority of our 42-member board—and many were founding APALA members—were there. They said to me, ‘We have been doing this work for decades. We throw our support behind you and care about the next generation.’ This was important because it showed how the ideas I had and leadership’s vision of the organization were aligned.“
- For additional information, Gregory recommends Managing to Change the World by The Management Center.
- Want a leadership position at a nonprofit? Check out these opportunities on Idealist.
Gregory is currently the Executive Director of the Asian Pacific American Labor Alliance (APALA), AFL-CIO and Institute for Asian Pacific American Leadership & Advancement. He also serves on the Executive Committee of the National Council of Asian Pacific Americans and as Chair for the Labor Coalition for Community Action. Named one of the 30 Most Influential Asian Americans Under 30 & the “Future of DC Politics”, Gregory is a recognized organizer, speaker, and trainer. Previously, he served as President of the United States Student Association (USSA), where he played an integral role in the passage of the Student Aid & Fiscal Responsibility Act and Healthcare & Education Reconciliation Act.
If you loved this article, read more of this series here.
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
Image from drsheltie.blogspot.com
Betty Jeanne here again, Talent Coordinator for YNPN National. Over these past couple of months, I’ve been doing lots of reading and online research about talent management. But some of the most valuable feedback for my work - especially in terms of how YNPN thinks about talent management - came via the virtual road trip with all 29 of our active chapters that Trish and Ashley took on in January.
For many YNPN chapters, the fact that so much of our work is made possible by volunteers is a source of great pride and accomplishment. We are a wide network of young nonprofit professionals who have worked passionately and tirelessly to build a thriving and rapidly-growing organization – and that’s on top of juggling our “day jobs” and personal lives! Our organizational culture truly centers and empowers volunteers: at YNPN, volunteers know they have a stake, a voice, a crucial role to play, and an area of expertise to offer and build upon.
Yet, our volunteer-driven nature also presents some real obstacles. For example, most literature on recruiting and developing volunteers in nonprofit organizations assumes that there are paid staff charged with volunteer management. But what about organizations like YNPN, where volunteers are managed by other (busy) volunteers? How do we provide the consistency, availability, and strategic leadership development that volunteers need to do what’s expected of them, and thrive in the process? How do we build volunteer engagement systems into our organizations, when we have little financial or paid staff resources available to make that happen? How do we maintain morale and motivation when we are bumping up against real limits of volunteers’ capacity?
What we learned is this talent quandary looks different for each chapter: Some are looking for better ways to recruit people into their leadership structures – especially folks that lend all manner of diversity - and perhaps wondering if the leadership structure needs to be revamped in order to bring new people in. Others might excel at recruitment, but struggle with retention: for example, how to build an ongoing ladder of engagement which develops leaders as they get more and more involved in YNPN. Some chapters want to strengthen the ways they orient and train leaders when they come on board, and find the most appropriate roles to build on their talents and interests. Others are at the point of considering hiring paid staff, and evaluating whether this is the best approach to growing their organization.
To help our chapters with all of these undertakings, I’ve been wading through all sorts of information on talent management. Much is geared toward human resources professionals in for-profit organizations – though there are plenty of transferable lessons for the non-profit sector. Even among articles geared toward nonprofit organizations, I’m scouring to find more resources that speak directly to YNPN’s situation, as an almost entirely volunteer-driven organization.
But because we also heard that our chapters learn best when they learn from one another, we are thrilled to offer an interactive webinar series this spring to foster dialogue and resource-sharing on talent management among our chapters. Some of the topics we’ll address include:
- What leadership structures are our chapters using, and what are they rationale behind them? What structures are serving chapters well, and which are posing challenges?
- Thinking creatively “beyond the board”: What are other models of volunteer engagement – committees, chapter “ambassadors”, and more – that folks are experimenting with?
- Tools on how to identify the core goals of your organization, and develop an appropriate talent pool to meet them.
- Lessons from YNPN National about developing talent to meet our goals. For example: how the hybrid volunteer/staff model of LaunchPad Fellows was developed, and how it’s helping YNPN National achieve success.
These live webinars will be happening Wednesday, March 20th and Tuesday, April 16th at 9pm Eastern / 6pm Pacific. We’ll record them for folks who can’t make it or want to refer back to the content, and we’ll be providing print resources to provide additional tools and resources. Keep an eye on this blog, our Facebook and Twitter, and your inbox for complete details.
Meanwhile, check out last month’s blog post for more on how YNPN is developing dynamic strategies and systems for talent - volunteer, staff, and board - recruitment, management, and development.
As always, we want to hear from you. Are you a YNPN chapter struggling with or testing out solutions to some of these issues? Do you work in other parts of the sector and face similar challenges? Leave your comments below, and, if you’re a chapter leader - make sure you join us for those webinars. We hope you’ll join the conversation!
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!
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
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!
Trish Tchume, director of Young Nonprofit Professionals Network (YNPN), National, and Amanda Pape Lenaghan, Co-chair of YNPN San Francisco Bay Area (YNPNsfba) and Deputy Director Bay Area at Taproot Foundation, were recently interviewed by the Foundation Center for the Philanthropy Front and Center blog.
They discussed the recent YNPN report Good in Theory Problems in Practice: Young professionals’ views on popular leadership development strategies. The interview provides a great overview of the findings, what was surprising in the findings, and what the findings are saying about the future leadership of the nonprofit sector.
- Listen now! Hear the podcast through the GrantSpace multimedia archive.
The report highlights some of the biggest challenges facing the nonprofit sector today and provides insight into how young professionals and the organizations they work for are working to address these issues.
We can’t thank local YNPN chapters enough for all the support they’ve provided in making this report reflect the unique perspectives and innovative ideas of YNPN members across the country. Over the past few months, five of our local chapters have conducted focus groups to bounce the high-level report findings off members who experience these issues every day on the ground. Members from across the country sounded off on the hot button issues of leadership development, diversity, new organizational structures, nonprofit compensation and the changing state of the sector.
These conversations, led by YNPN’s chapter leaders in Denver, Cincinnati, Twin Cities, Washington DC and Houston, bring the report findings to life, and we wanted to give you a preview of what our members are saying.
Why do you think some nonprofits embrace leadership development and others don't? Is it simply an issue of resources or are there other reasons why organizations aren't taking it on?
“Conversations on leadership change are not happening between those in power and those who are not in power. “ - YNPN member in D.C.
“What about the other way around? Do young people have plans to approach supervisors and others and talk about how to develop? I feel like my workplace would be supportive of those conversations. It has to be two ways!” - YNPN member in Twin Cities
When asked to hypothetically play the role of a philanthropist or ED and allocate a part of your budget, offering more competitive compensation was far and away the winner among all other categories. Why is this so important?
“Nonprofit people ARE competitive and results-driven and want their hard work reflected. “ – YNPN member in Cincinnati
“It doesn’t always need to be money. I think that it is sometimes extra vacation or shorter hours as compensation.” - YNPN member in Houston
What do you think are the biggest benefits/biggest drawbacks of changing traditional organizational structures?
“Spreading the director responsibilities makes that position more manageable and allows several peoples' strengths to come together.” – YNPN member in Denver
“I've worked in the linear style organizations and there was a lot of passing the buck- where no one had to have an answer but anyone could have the answer. We were always scrambling to run smoothly.” - YNPN member in Houston
Most survey respondents reported that the organizations they worked for had a diverse staff, but not at the management level. What are your thoughts on diversity in the sector?
“It's treating an adaptive issue as a technical issue. I worked at a place that had a checklist of things like ‘Do we have decorations of different cultures in our office?’. What it should be about is busting through your cultural paradigm.” -YNPN member from Twin Cities
“There are definitely more women in nonprofit sector than in the corporate sector, but there are still more men in leadership roles.” – YNPN member in Denver
Although many respondents were committed to ensuring their careers focused on social impact, only a portion of those were committed to the nonprofit sector. What are the implications for the sector?
“Why actually work at a nonprofit if I can make an impact in these other roles [nonprofit volunteer or board member] and not deal with negatives of nonprofit employment?” – YNPN member in Cincinnati
“We need to anticipate a shift that breaks down the line between the for-profit and nonprofit sectors. That means finding ways for the for-profit model to be more responsible, and for nonprofits, looking toward new revenue models.” - YNPN member from Twin Cities
What are your ideas on how young nonprofit professionals can help solve these issues? Do you agree or disagree with the reactions of our members?
Read the YNPN’s 2011 National Voice Report A special thanks to YNPN’s local chapters in Denver, Cincinnati, Twin Cities, Washington DC and Houston for running focus groups and sharing the conversations with the network.