Leadership in Development

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Leadership in Development

• Presented by
• Tom Zsolnay, CFRE
• North-eastern Ontario Philanthropy Day Conference
• 15 November 2005

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Myths about leadership in the Army
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Outline

• What we need to know about people.
• Definition of Leadership.
• Leadership and you.

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Sources

• Harold J. Seymour, Designs for Fund-Raising
  Principles, Patterns, Techniques. McGraw-Hill
  Book Company, 1966
• Leadership in the Canadian Forces Conceptual
  Foundations, Queens Printer, 2005 (
  www.cda-acd.forces.gc.ca )
• Experience 25 years in the Army Reserve 17
  years in Development.

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What we need to know about People

• Genuine Leadership in any cause is really rare
  never more than 5 of any group.
• 3 kinds of people
• Responsible
• Responsive
• Inert fifth

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Two universal aspirations

• What people want most is simply to be sought.
• All individuals seek to be worthwhile members of
  a worthwhile group.

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One universal fear

• Xenophobia fear of the stranger

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In summary

• Most people want to do the right thing and when
  challenged and competently led will achieve far
  greater things than we would ever expect.

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Who do we lead

• Leading People developing individual team
  capabilities to execute tasks.
• Staff, peers, superiors
• Volunteers
• Donors
• Leading the Institution developing and
  maintaining strategic capabilities and creating
  the conditions for organizational success.
• Policies
• Strategic Plan

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Effective Leadership Defined

• The Canadian Forces defines effective leadership
  as directing, motivating and enabling others to
  accomplish the mission professionally and
  ethically, while developing or improving
  capabilities that contribute to mission success.

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Effective leaders

• Get the job done.
• Look after their people.
• Think and act in terms of the larger team.
• Anticipate and adapt to change.
• Exemplify integrity and organizational values in
  all that they do.

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Leader Characteristics

• Knowledge skills
• know your trade
• Cognitive ability
• Intelligence, problem solving
• Social capacity
• empathy, listening, negotiating, persuasion
• Personality
• personal integrity, adaptability, courage
• Motivation values
• seek accept responsibility, professionalism

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Self-confidence

• Confidence comes from
• Experience
• Professional competence
• Knowing yourself
• Ability to deal with emotions (yours and others)
• Learning from experience and mistakes (yours
  others)

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Duke of Wellington, 1831

• British Army is composed of the scum of the
  earth the mere scum of the earth. Officers are
  distinguished from the men they lead by the
  accident of birth.and in most cases are no
  better qualified than the horses they ride into
  battle.

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Not Wellingtons Army

• People want to do what is right.
• Our staff and volunteers are committed to our
  organizations, capable of using their initiative
  and have something to contribute to our success.
• Our staff are capable of making decisions and to
  take the initiative to act.
• If we expect decisions to be made at the lowest
  levels, we cannot rely on a hierarchical
  leadership model.

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Delegate authority

• To be autonomous individuals need to
• take personal responsibility for their actions
• be personally accountable for those actions
• have the authority to perform those actions.
• Only under these conditions can people claim
  ownership of their actions.

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Trust

• Built through leaders decisions, actions and
  interactions.
• Broken by breach of the expectations of others.
• Three qualities critical to develop trust
• Leader competence
• Care and consideration for others
• Leader character (integrity, dependability,
  fairness)

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Developing Trust

• Care for your organization and for your
  followers.
• Trust your followers delegate authority (not
  responsibility)
• Praise publicly reprimand privately.
• Support followers.
• Accept that honest mistakes will happen.

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Courage

• Commitment to personal values
• Tell it like it is.

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Code of ethics

• Personal integrity
• Professional ethics

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Summary

• Your capacity to be an effective leader will
  depend on your professional competence and your
  capacity to delegate and take risks.
• Your success will depend on your ability to let
  go, a capacity related to your emotional maturity
  and development and your confidence to act.
• Followers attitudes and perceptions are the
  determining factors in team performance and
  followers attitudes are most influenced by trust
  between leader and follower.