prev »

Nathan
Posted by Mr. Nathan Slovin on May 23rd, 2016 1:46pm

By Nathan Slovin, ASI Director of Client Excellence Programs, nslovin@advsol.com

I don’t think we need to belabor the point; everything has changed. We all live this every day. The question is, "what mind-set will not-for-profit leaders need to succeed?"

The recently published ASI book in two versions “Association or Not-For-Profit CEO’s Guide" (click here to order the book) may help you find the proper mindset, by providing a framework to identify the things effective leaders will need to be engaged with in this digital world. 

“Senior leadership needs to be directly engaged. Providing direction in this ‘too important’ conversation is not an option, but a necessity.”

Simple stuff right?  The authors remind us that something this simple is not always practiced.  But when not practiced is sorely missed; too many CEOs move past delegation and head directly to abdication of their leadership role as it relates to technology decisions and investments.

This abdication may be most noticeable as it relates to the concept of talent development as part of business strategy.  And now, with the use of technology required at every level of the organization, proficiency, if not actual talent, in the use of that technology is required.

I suspect that individually, executives and supervisors recognize the importance of this but in practice do little about it.  Succession planning or staff development tends to be thought about in terms of emergency planning, not long term development for succession and certainly not in terms of professional development of the staff (which we all would agree is a big part in developing loyalty and stability).

Are talent management and people as a resource built into your strategic planning process and your employee review process?  When you think and talk about the skills needed to help you reach your goals do you and your team actually take action to get you there. 

Are you a 10?  You’ve heard me ask this before, but I need to ask it again, “on a scale of 1 to 10 with 10 being our staff is well trained and ready for most eventualities, where do you stand?”  And if you are not honestly a 7+ what is getting in the way of you training your team to meet your current and future needs?

Is your staff ready?  We are all in the middle of this revolution, but many of our organizations are not ready as the IT departments & staff in most organizations have been “bolted on” to the existing business, not organically developed and in many instances, not hired to support the structure of today; certainly not the structure of tomorrow.

Progress or cute business cards?  Recently I have noticed some unusual job titles (below), titles that seem more in tune with the world of today.  Is this progress, are these people trained in the work their title suggests or are we just rearranging the deck chairs on the Titanic?

  1. Director of Emerging Professionals
  2. Director Volunteer Engagement & Strategy
  3. Senior Director, Member Experience
  4. Director, Communication Strategies and Design
  5. Assistant Director of Lifetime Engagement
  6. Director of Social Media
  7. Chief Innovation & Member Advancement Officer
  8. Vice President for Engagement, Inclusion and Success
  9. Director of eLearning Technology
  10. Steward Manager

Is this a promotion, demotion or just a title change?  Did we just change the title so it looks better on a business card or org chart or did we rewrite the job description, re-channel direction and cultivate new or different skills that necessitated this title change?

I guess the question I would ask you all right now is, “If you started over what skills and talent would you need to manage your operations?”  “What say ye?  Please talk amongst yourselves and let us know what you think, but mostly tell us what you are doing?”

 


Posted in General Link to this Post
If you would like to add a comment, please Sign-In.
 
version 2.33.8 :: gl-004-app.golightly.com
Desktop View