My first stab at what is becoming my dissertation topic.

1. A New Look at Executive and Trustee Leadership Michael E. Guillot, M.Ed., CFRE

2. Leading a Nonprofit Organization Executives Trustees Relationships Roles Accountability Stewardship Legal and Financial All leading us to wonder…

3. …who’s in charge of this mess? Undefined roles Unrealistic expectations Unclear responsibilities Uninformed decision making Uninspired fundraising Unknown research Unresolved issues That then lead us to…

4. … an incredible opportunity! Perhaps there is some good information out there. Perhaps there are still some people willing to do these jobs of leading. Perhaps our organization can do it differently. Perhaps I can think about this work in a different way. That just might lead us to…

5. …some truths. We don’t really know much about this work. What we think we know is based on mythology and hand-me down legends. We cannot sustain the role of the sector by doing the same things. We have among us all we need to be successful. It will just take…

6. …change! Executives and trustees have to behave differently, so … Organizations can sustain their critical missions to the people we serve, in order that … Our communities can find new ways to solve our problems and seize upon emerging opportunities, because … This sector is the world’s best hope to build a true civil society.

7. Leadership Studies The talk has been around for a while. The research and study is fairly new. There is absolutely no agreement on what leadership is or how to give it to somebody. There is general agreement that leadership matters, we’re just not sure exactly how or why.

8. General Theories of Leadership Traits Skills Style Situational Contingency Path-Goal Leader-Member Exchange Transformational Team Psychodynamic Gender Cultural Ethical Servant-Leadership But most of this is not leadership at all, it’s really…

9. Management. An authority relationship between at least one manager and one subordinate who coordinate their activities to produce and sell particular goods and/or services. When we are worrying about complexity, we are “managing” our organizations, but we are called to lead. Consider…

10. Leadership An influence relationship among leaders and followers who intend real changes that reflect their mutual purposes. So, what can we take from this information about leadership that can be of help?

11. In the Independent Sector… We are called to find new models for leadership that reflect our purposes and structure. We are challenged to find new ways to develop executives and trustees who can act as managers and leaders. We are empowered to transform our communities by the unique values of our missions of service.

12. What We Think We Know Leadership can be learned. Executives in non-profit organizations are facing unprecedented pressures. Trustees are ill-prepared for their vital roles. The Independent Sector will continue to grow in importance in our communities and our world.

13. Learning Leadership Value the uniqueness of the sector Beware of business models and strategies Seek multi-disciplinary ways of approaching our management and leadership issues Seek a graduate program that makes sense for your life and your passion Make your own path

14. Executive Development The shortage of qualified individuals will approach crisis level Recruiting and supporting managers will be the most important function for the next ten years Executive compensation must be increased Relationships with trustees and community leaders are most important

15. Trustees as Servants Hold a charter of public trust Lead, but do not administer Should be initiating, not reacting Information is the key to restructuring the trustee role Need as much training and support as executives Reform the nature of the executive-trustees relationship

16. A Table for All of Us to Meet Some problems and opportunities are just too big for any one of us. Trusteeship and community engagement is the unique role of our sector. We can build the meta-community where representatives of all sectors can sit down and talk. Knowing all of this is just fine, but how can we move forward?

17. Small Steps Executives can move from managing to leading. Trustees can develop initiatives reflective of new roles. Organizations can to build a gathering table for our communities. Fundraisers can make sure philanthropy is the conversation.

18. Leading not Managing Find someone to be “second in command” Connect with community leaders through personal and active engagement Create a professional speaking presentation that does not talk about your organization Lead the board and the staff

19. Initiating not Reacting Be critical Be open to change The enemy of great is good Yell and scream for what you need to know Compensate your executive above sector averages Manage community relationships with informed passion

20. Collaborating not Competing Believe in abundance Explore alliances with higher education Establish and sustain personal relationships with media representatives Use planning as a tool for engagement of civic, religious, and community leaders Get a government grant (or get another one)

21. Investing not Giving Don’t ask anyone to “give” you money ever again Calculate in as many ways as possible your ROI (return on investment) Let your passion guide your conversations, forget about technique Help every person understand how your organization’s work changes their lives

22. What Success Might Look Like

23. Success…for all of us Citizens see us as a resource Executives are rewarded for their leadership Trustees fulfill a vital role for the sector Decisions are based on information that comes from a growing body of knowledge We can all count the problems solved or aspirations realized because of our work

24. Success…for you What small change can you make in the way you behave as an executive? What small change can you make in the way trustees engage each other in their work? How might you generate philanthropic support differently with an investment mentality?

25. A Final Thought When we think of all the money raised to build buildings and increase endowments, might it not be time for us to invest some of those resources in what might be the most important “capital” campaign before us, the campaign for the intellectual and human capital needed to lead our sector for this new century.

26. A New Look at Executive and Trustee Leadership Michael E. Guillot, M.Ed., CFRE