Learning to Lead

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Learning to Lead

• Presented by
• Steve Eidelman and Becky Hansen

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The Leadership Crisis

• 2/3 of the CEOs and Executive Directors of
  nonprofit organizations will retire within 10
  years.
• Over 50 have no succession plan
• As people from the baby-boom generation exit the
  workforce, there will be a significant shortage
  of qualified people to fill these positions.

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Leadership is Vital

• The field of developmental disabilities needs
  leaders who embrace change.
• Leaders in this field must be more than
  competentthey must be passionate about what they
  do.
• Leaders in this field will always be faced with
  moving the status quo forward

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The Leadership Landscape

• There is more work to be donemore battles to
  fight...
• Many non-profits have considered themselves too
  small to provide meaningful career development
  for next generation leaders.
• Consequently, many search outside for new Senior
  Managers.

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Its Time

• Time to think about what Leadership means to you,
  your organization and the people you support.
• Time to think about who will be leading your
  organization 5, 10 and 15 years from now.
• Do you know who they might be?
• Are they ready?
• What are you doing to prepare them?

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Name that Person

• 5 Wealthiest People in the World.
• Last 6 Time Magazines Person of the Year
• 5 Pulitzer Prize Winners
• Last 5 Best Picture Academy Award Winners

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Name that Person

• 5 Teachers or coaches who helped you through
  school
• 6 friends who supported you through difficult
  times
• 5 people who taught you something worthwhile
• 5 people who made you feel appreciated

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Leadership Defined

• Enabling a group to engage together in the
  process of developing, sharing and moving into
  vision, and then living it out."
• John C. Maxwell

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Learning about Leadership

• Leadership is a Relationship
• Leadership is about leverage, not authority
• Leadership is about empowering others, not control

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Generational Leadership Differences
The Silent Generation

• Veterans - born 1922-1942
• Command-oriented leadership style
• Policies, procedures, structure
• Goal was to be in control

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Baby Boomers

• Born 1946-1964
• Raised on Rebellion
• Experienced growing national wealth
• Work is Dutymake it to the top
• Motivated by promotions, rewards, titles,
  increased responsibility

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Generation X

• Born 1965-1980
• Seeking a Balance between work and family.
• Fiercely Independent
• Information Seekers
• Never confuse having a career with having a
  life.

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Attracting, Retaining and Training Generation X

• We want you to have a life.
• Provide opportunities for advancement.
• Provide experience.
• Access to new technology.
• Exposure to senior leaders as coaches/mentors.
• Tell them the WHY

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(Mind/Growth and Development) To Learn
Use Me Creatively
In Serving The Mission
Spirit/Contribution To Leave a Legacy
Pay Me Fairly
Treat me Kindly
(Body/Survival) To Live
(Heart/Relationships) To Love
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Echo Generation

• Born after 1980
• Want a me oriented work environment
• Have had things planned out for them
• Desire a true learning environment
• Expect clear, concise directions
• Enjoy working as part of a team

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Where are the Leaders?

• Data indicates 30-40 percent of senior positions
  in nonprofit organizations are filled with
  internal candidates.
• For Profit businesses fill 65-70 percent of
  senior positions are filled with internal
  candidates.
• Takes more then business knowledge to lead a
  person centered organization.

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Identifying the Leaders in Your Organization

• Ask groups of people to identify who they see as
  the leaders in the organization and why.
• Gather specific examples.
• Provide recognition.
• Provide opportunities.
• Find out what motivates your employees.

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Herzbergs Motivation Theory

• Hygiene (maintenance) Factors
• are important to have, but are only the
  basics. Can de-motivate, but do not motivate.

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• Motivators
• lead to high satisfaction and retentionthe
  true motivators
• Have employees complete
• Look for combination of advancement and the work
  itself when searching for leaders

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Tools for Developing Leaders

• National Level -
• Leadership Institute at the University of
  Delaware
• -intensive leadership training specifically for
  emerging leaders in the field of developmental
  disabilities

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Tools for Developing Leaders

• Leadership South Dakota Achieve
• Lead Positions
• Support Professional levels
• University Center Partnership
• Supervisory Training
• Mentoring Program

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Leadership is Worth the Investment

• To develop leadership capacity, organizations
  will need to-
• Take Action
• Take Risks
• Try Innovative Programs
• Invest Time
• Invest Money
• Embrace the Importance of this Task

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The Power of a Paradigm

• Time to think about Leadership differently
• People are the most valuable resource in the
  organization
• Tapping into this resource benefits the
  organization, the employee and the people you
  support