In my last position in the nonprofit workforce, I remember frequently talking to colleagues about our financial struggles. Despite working in a small human services nonprofit with few resources, we loved our jobs. Unlike many places I had worked in the nonprofit sector, within this particular organization the majority of staff members were under 30. In that same organization, turnover was high, with many of the staff leaving after a year.
Yet, most of the employees were not leaving to go to other nonprofit jobs. They simply decided that the financial costs of committing to the nonprofit workforce were not worth it. Many went to work in for-profit companies, and although some had social missions most did not. These personal experiences served as the impetus that led me back to school to obtain my Ph.D.
With those ideas in mind, I recently conducted a study examining Generation Y employees in the nonprofit workforce using the members survey many of you completed for YNPN in 2011. I combined this study with insights learned from an earlier study and investigated the relationship between compensation and the sector switching propensity of young people, comparing them to their Generation X (born between 1961 and 1981) counterparts.
I focused on sector switching as there are costs to both the vitality of the nonprofit workforce and the ability of nonprofit organizations to continue providing some of our nation’s most critical public services. I was interested in contributing to a more nuanced understanding of how the nonprofit sector could retain young people as studies on this topic to merely describe what proportion of the population wants to leave their job. There are few studies that predict what factors contribute to turnover and sector switching.
I began researching the literature and hypothesized that compensation would affect young nonprofit employees differently than other generations for several reasons. First, the nonprofit workforce has historically been composed of part-time employees. However, the sector now demands a professional workforce and many Universities have responded as demonstrated by an increase in the number of nonprofit education programs. Generation Y employees are also growing up at a time when there is a great deal of sector blurring. Employees no longer feel that they can only “make a difference” in the nonprofit sector. In the Trachtenberg School of Public Policy and Public Administration at the George Washington University, where I teach, about a third of our graduates enter the for-profit, nonprofit, and public sectors. Finally, the notion of what a career is, has changed. Employees of all generations recognize the limitations of commitment to one employer for the entirety of their lives. Instead, a career is thought to be made up of several job changes (sometimes even lateral moves) in order for employees to gain the skills and knowledge they desire.
In this study there are six key findings:
- A high proportion of Generation X and Generation Y nonprofit managers plan to sector switch
- Salary does not affect the propensity of Generation X employees or managers to sector switch
- Salary does not affect the propensity of Generation Y employees to sector switch
- Salary does affect the likelihood that Generation X managers sector switch
- Perceptions of compensation equity (comparisons to peers) does not affect the propensity of Generation Y employees or managers to sector switch
- Generation X managers are unlikely to sector switch if they perceive their compensation is equitable to peers in other sectors
Another surprising (or maybe not so surprising) finding is that for Generation Y managers, but not Generation X managers, holding an advanced degree increases the likelihood that they will switch sectors. So what does all of this mean? For me, I have a few more insights about how to move forward in future research. First, money matters for Millennials, and there are hundreds of explanations as to why it would matter for their generation’s commitment to the nonprofit sector but not previous generations; yet, existing data does not allow me to test those ideas. Second, and most importantly, nonprofit managers can use this research to have honest conversations about turnover, sector switching, and what can be done to retain employees. More broadly, your membership in YNPN plays a vital role in continuing to advance these discussions and the time you take to complete the member survey matters!
NOTE: As all academics will attest, particularly those of us in more applied fields, we are terrified of our academic writing never impacting practice, and more honestly no one reading the work we spend our lives doing. Although I am looking forward to 1) people reading this blog and 2) the comments it ensues, I also want to make it clear that beyond what I explain above the data does not allow me to say more, beyond speculation.
Jasmine is the Assistant Professor at The George Washington University, Trachtenberg School of Public Policy and Public Administration. She can be found on twitter: @Prof_McGinnis
 McGinnis, Jasmine. (2011). “The Young and Restless: Generation Y in the Nonprofit Workforce.” Public Administration Quarterly, 35 (3), 342-362 http://www.spaef.com/article/1288/The-Young-and-Restless:-Generation-Y-in-the-Nonprofit-Workforce
YNPN’s primary mission is to activate AND engage emerging leaders in a number of ways. One key way that we achieve both pieces of this mission is to provide them with platforms that not only allow our members to develop new skills but also highlight what talent already exists amongst emerging leaders in the sector. Programming such as our LaunchPad Fellowship provide such a platform internally, but we get even more excited when we are able to provide these opportunities via partners in the field.
That’s why we couldn’t be more excited about a recent partnership we forged with the seminal source for connection to the nonprofit - Idealist.org!
Idealist.org Editor and former YNPNer, Allison Jones, approached us with the idea to team up to offer YNPN members an opportunity to expand their network, strengthen their writing skills, and add their voice to the growing conversation about impact careers by writing for Idealist Careers - a project of Idealist.org launched to help the millions of people who come to Idealist.org find, land, and love their jobs.
Once the call for writers to cover topics such as interviews with thought leaders, job search hacks, and book reviews was put out to our social media networks, it became abundantly clear that this is the sort of opportunity YNPNers are looking for. We saw 348 clicks on the application alone and over 1800 views on Facebook.
Five talented YNPN members were selected:
Kari Mirkin, YNPN Cleveland. Column: Unabridged: A monthly review of books that inspire, inform, and challenge our views
Kari’s underlying philosophy of work in the nonprofit sector is that we need to ensure equal and easy access to the things that make us who we are: the arts, culture, and lifelong learning. A native of Youngstown, Ohio, she received her Master’s of Nonprofit Organizations from Case Western Reserve University while working at a Cleveland organization providing technical assistance and training to nonprofit professionals. She is one of the co-founders of YNPN Cleveland and now serves proudly on the organization’s national board. She’s a self-proclaimed history buff (okay, nerd) and magazine junkie. You can find herhere and here, and access a report she helped research and write here.
Leah Weiner, YNPN LA. Column: Executive director’s corner
Leah Weiner, Ed. D. serves as the Executive Director of The Division for Early Childhood, a nonprofit organization focused on advancing the field of special education. Leah has a doctorate in organizational leadership from Pepperdine University and a background in fundraising, volunteer management, board development, and planning giving. She provides consulting for small to mid-size nonprofits.
Lauren Anderson, YNPN Chicago. Column: An international lens on doing good
Lauren Anderson has completed fellowship programs in Vietnam and Finland, studied abroad in Costa Rica, taught English in Spain, but remains a Michigan kid at heart. She worked at the U.S.CDC Center for Global Health’s Policy Office, managed a grant with the International Labor Organization, and worked for her mother the toughest job so far. Lauren has a Masters in Health Management from Columbia University and BA from the University of Michigan.
Alyson Weiss, YNPN Boston. Column: Job search hacks for the new world of work
Alyson Weiss works for a career services nonprofit in Boston doing outreach and communications. She is deeply interested in translating complex social justice issues into accessible, actionable items; social media; Netflix marathons; and food trucks. Find her on LinkedIn or Twitter to start a conversation about social media marketing, professional development opportunities for young professionals, or why Twitter is like “Aaron’s Party.”
Patricia Gentry, YNPNdc. Column: Career and cause chats with sector leaders
Patricia Gentry is the senior operations manager at Share Our Strength where she supports over 80 culinary events including Taste of the Nation® and No Kid Hungry dinners across America. Originally from Sims, Indiana, Patricia moved to Washington, DC to pursue her interests in the non-profit sector, where she worked with The Fund for American Studies before starting her work with Share Our Strength. To further her personal and professional development and to broaden her network, Patty joined as a committee member of the YNPNdc member engagement committee where she is currently serving her second year.
We’re pretty psyched at the variety of topics and unique perspectives that these dynamic young writers will be bringing to both Idealist Careers and YNPN.org. Stay tuned for new content from one of these writers weekly, cross-posted on Idealist and YNPN!
Photo from marketingtango.
To celebrate reaching 30,000 twitter followers, Nonprofit Quarterly is hosting a twitter challenge! The nonprofit featured in the most tweets using the tag #np5words will win free ad space and promotion on NPQ's social media sites. Our chapter leaders jumped into this conversation right away!
To celebrate reaching 30,000 twitter followers, Nonprofit Quarterly is hosting a twitter challenge! The nonprofit featured in the most tweets using the tag #np5words will win free ad space and promotion on NPQ's social media sites. Our chapter leaders jumped into this conversation right away!
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.
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!
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