Two articles and a recent staff retreat have got me thinking about the changing nature of leadership and mentorship in nonprofits.
Jack Marshall’s article over at Digiday titled “What Millennials Want: Mentorship” was actually written from the perspective of the for-profit sector, but it was incredibly relevant to us nonprofiteers as well. Jack discusses agencies that “talk a big game about appealing to young staffers, [but tend] to fall down on the most basic of requirements: training them and helping them along in their careers.” He offers two core reasons for this 1) that traditional sit-down-in-a-room-and-get-trained models of staff development are either not useful or barely even used anymore (because of companies cutting corners, etc.) and 2) that most managers are stretched so thin that they don’t have time to spend with junior employees providing guidance and feedback.
While business may have only started seeing this trend in the last few years, nonprofits have been seeing it for decades. In the interest of saving donors’ money, serving more people and getting a high ‘efficiency’ score on all those nonprofit rating lists (most of which are bullshit IMHO – but we’ll save that for another post), nonprofits have consistently cut – or in some cases never even offered – training to their staff. And as a ‘middle manager’ myself, I can testify to being stretched too thin to spend as much time as I want with those I supervise.
At my organization’s recent mid-year staff retreat, we had some extensive discussions about professional development, staff evaluations and knowledge-sharing. And if I may be frank, we were able to come to very few clear conclusions. Why? Not because we didn’t try or because people aren’t interested, but because each individual within the organization has different needs and desires in terms of his or her professional development. I’d go a step further and suggest that the many of the younger staff members have an all together different view from the senior management of what professional and leadership development should look like.
Enter Trish Tchume, the National Director of the Young Nonprofit Professionals Network. Her fantastic article on HuffPo titled “A Field Guide for Recognizing Millennial Leadership” was exactly what I was looking for in terms of a way to focus on solutions to the challenges presented above. In her post, Trish identifies transformational millennial leaders that are breaking down traditional notions of what a nonprofit leader looks like (both physically and reputationally). And they are doing it by doing what millennials do best: networking with others, crowd-sourcing solutions, ignoring ‘turf’ or toes that can be stepped on and understanding that great ideas can come from anyone, no matter whether or not they are ‘known’ in the sector.
We all must take part in being the change we want to see. Here what we can do make it happen:
- Nonprofit organizations and senior leaders:
- First, acknowledge the truth: the more you ignore and fail to develop your staff, the more they will put on their walking shoes and leave your organization behind. Not only does this significantly erode your nonprofit’s ability to execute its mission, but the Institute for Research on Labor and Employment at UC Berkley suggests that staff turnover often costs 150 percent of that person’s salary (translation: if that person makes $60K, you’re paying $90K to replace him or her). If the nonprofit efficiency ratings took those costs into account, they might actually be more helpful.
- Second: institute training programs, even if its mostly staff training each other or attending very cheap local events. Even a couple each quarter can make a difference in terms of your staff’s productivity, knowledge and happiness.
- Third: make staff development and mentorship part of your organizational culture – make sure both your managers and employees know that taking time for mentoring conversations is acceptable and even encouraged; mentor staff yourself; share your network with your employees and be open to suggestions for improvement from EVERYONE in the organization from interns to senior staff.
- Push back when your time is assigned 100% to projects/programs and none to all to the other important work, including staff development. No one can realistically spend 100% of their day just on programmatic work (even eating lunch takes away from it), so make sure you don’t just accept when organizational leadership tries to do that.
- Even when things are incredibly busy, do whatever you need to in order to prioritize staff development. Take time out for lunch with junior staff. Save time in meetings for non-programmatic topics. Go get coffee or a drink after work with your staff. Sit next to them on the airplane during travel and take some time to talk about their goals instead of just burying your head in your laptop. The list goes on.
- Junior staff/millennials
- Push for those training opportunities and then take them when they come. They may not be exactly what you need or want, but every one is an opportunity for growth or at least networking with your peers.
- Ask for feedback constantly – Not just on the report you drafted or the email template you just built, but on your performance as a whole. Be proactive in telling your managers about your longer-term goals and aspirations. Ask lots of questions and ask for connections to others who can help. (After a while, you’ll train your managers to offer this without even soliciting it, so start now!)
- Remember that things are changing and while you may be on the leading edge, everyone else is not. While you’re working on getting mentorship, training and feedback at the workplace, don’t forget about your personal/alumni/social networks. Volunteer or serve on a board with your peers (YNPN local chapters are a great option) and offer them constructive suggestions and feedback about their work – and ask for the same on yours.
Of course, these ideas just scratch the surface on what can and should be done to move the state of nonprofit leadership forward. What else do you want to see to bring the sector and its employees truly into the 21st century of leadership?