Leadership is a foul-weather job
In preparing for my academic class on Nonprofit Strategy and Entrepreneurship I was delighted to rediscover some Peter Drucker adages. Drucker is a king in the nonprofit realm - he sits on a throne and says pithy things that us servants take to heart and use, hopefully wisely, to guide our work.
In his book on Managing the Nonprofit Organization he remarks that effective crisis leadership is the hallmark of a great leader. Reminds me of the description of boards as "fire fighters" - ready and trained to step in when a problem arises.
He reminds us about how to pick a leader:
1 - Identify what is the one immediate key challenge (fundraising? morale? redefining mission? technology?)
2 -Match strengths with needs
3 -Look for character or integrity next to find a stronmg leader who sets an example and is the kind of person you'd want your son or daughter to work for.
Greenlights Transition Committee is doing this selection for our new ED right now. My sense is that they have these priorities top of mind.
The article goes on to observe qualities of exceptional leaders, and to point out traps that indicate problems. Effective leaders....
** never say I - they think "we", they think"team"
** remember they are always visible and must fulfill expectations
** have the willingness, ability and self-discipline to listen.
** don't alibi themselves
** set and strive for high standards
** are performance focused
** realize how unimportant they are compared to the task.
Good reminders!
He remarks that most leaders were neither born nor made...rather they were self-made.
He points out the balance decisions inherent in being a leader:
>> Balancing the big picture and the details, the mission and the constituent
>>Balancing concentration of resources on one goal or diversification
>>Balancing being too cautious or being to rash
>>Balancing between opportunity and risk
Drucker warns against a few human foibles
** doing things for personal aggrandizement does not further the cause.
** becoming jealous
** forgetting that people don't understand unless you make an effort to explain
** being afraid of the strengths of your organization
** hogging the credit
** knocking your subordinates
And finally, he reminds us -- don't pick your sucessor alone.
So we're doing a few things right!!!
In his book on Managing the Nonprofit Organization he remarks that effective crisis leadership is the hallmark of a great leader. Reminds me of the description of boards as "fire fighters" - ready and trained to step in when a problem arises.
He reminds us about how to pick a leader:1 - Identify what is the one immediate key challenge (fundraising? morale? redefining mission? technology?)
2 -Match strengths with needs
3 -Look for character or integrity next to find a stronmg leader who sets an example and is the kind of person you'd want your son or daughter to work for.
Greenlights Transition Committee is doing this selection for our new ED right now. My sense is that they have these priorities top of mind.
The article goes on to observe qualities of exceptional leaders, and to point out traps that indicate problems. Effective leaders....
** never say I - they think "we", they think"team"
** remember they are always visible and must fulfill expectations
** have the willingness, ability and self-discipline to listen.
** don't alibi themselves
** set and strive for high standards
** are performance focused
** realize how unimportant they are compared to the task.
Good reminders!
He remarks that most leaders were neither born nor made...rather they were self-made.
He points out the balance decisions inherent in being a leader:
>> Balancing the big picture and the details, the mission and the constituent
>>Balancing concentration of resources on one goal or diversification
>>Balancing being too cautious or being to rash
>>Balancing between opportunity and risk
Drucker warns against a few human foibles
** doing things for personal aggrandizement does not further the cause.
** becoming jealous
** forgetting that people don't understand unless you make an effort to explain
** being afraid of the strengths of your organization
** hogging the credit
** knocking your subordinates
And finally, he reminds us -- don't pick your sucessor alone.
So we're doing a few things right!!!
posted by Deborah Edward at 5:09 AM
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