Did foundations create the nonprofit leadership gap?

Much has been made of the upcoming leadership deficit in the nonprofit sector. Baby Boomers are retiring (or not able to because of low nonprofit salaries and/or lack of a retirement plan) and younger workers are unwilling to take on nonprofit leadership positions because of low pay and long hours or unable to take on those positions because of student loan debt, credit card debt, and increasing health care costs.

For-profit businesses invest in professional development for their up and coming staff members to ensure that the company remains profitable. By preparing a “ladder of leadership” for-profits make sure that the culture of the organization is larger than just the current leadership and ensures the organization can continue to thrive in a competitive marketplace.

It disappoints me greatly to say that foundations, not the great wave of demographic change, are the root of this coming leadership crisis. Demographics will make it impossible to continue to ignore the crisis of leadership but it is something that has been brewing for some time now. Foundations rarely invest in succession planning or professional development. Non-profit programming is the cash cow for organizations and nonprofits are penalized for high overhead costs. I am definitely not a fan of overhead, for overhead sake but nonprofits need to pay a competitive salary, offer benefits, and invest in the ongoing development of staff at all levels or else they will unable to continue to provide the services that are so needed in our communities.

Do you believe foundations are responsible for the leadership gap? What could we do differently to create organizational capacity and cross-generational institutional leadership?

Words of Wisdom from Susan Berresford, Ford Foundation President

Susan Berresford, the retiring president of the Ford Foundation, was a featured speaker at one of the Council of Foundation’s Emerging Leader Salons. These salons were an opportunity to meet with fellow emerging philanthropic leaders and connect with seasoned leaders in the field. At the session, I asked her to describe the characteristics of an exceptional program officer. She said that a strong Program Officer has a series of traits that could be considered conflicting but each trait is necessary to create balance.

Exceptional Program Officers:

Have the ability to see conceptually and yet are detailed oriented.

Are good listeners but after they listen to ideas, they are able to drive good ideas forward.

Are polite and generous with their time with grantees and potential grantees but are able to get to the point and get things done.

What do you think about this list? Are there things that are missing? What are the characteristics that move someone from an average program officer to one that is truly an asset to their foundation and their community?

Council on Foundation's Annual Conference

I am excited to be attending the Council on Foundation's Annual Conference this week. Lots of philanthropy bloggers will creating dispatches from the conference. I will not be one of those bloggers since I am laptopless but I'll post next Thursday about how it went. Hope to see you there.

Advice to Those New to the Foundation Field

I have just completed my first year as a program officer at a community foundation. Being a new Foundation staff member is really uncharted territory. There isn’t a handbook that tells you how to be an effective program officer and everyone seems to approach his or her position from a different perspective. I’ve made it my personal mission to try to demystify the foundation field for new foundation staff, prospective foundation staff, grant seekers, and most importantly for myself. In that vein, I have developed 6 pieces of advice for those new to the field that I hope makes your entrance into the foundation field a little less hazy.

1. Don’t believe the hype- Positions at foundations are few and far between. There was probably a very talented applicant pool for your position and you must be very intelligent and knowledgeable about the nonprofit sector since you were chosen for your position. With that said I can pretty much guarantee that you are not as smart, funny, or as handsome (or pretty) as nonprofit and foundation staff alike may have you believe. Your program ideas are not suddenly brilliant, you are just sharing these ideas with a captive audience. False flattery is an unfortunate by-product of being in a position where you can make decisions about large amounts of money. You can handle this newfound access to wealth with grace and wisdom or you can act like a lottery winner. Please choose wisely.
2. Treat grantees with the respect and reverence that they deserve- You get to spend your days with grantees and possible grantees that are the best and brightest of the nonprofit sector. They would make a lot more money if they used their immense talents working in the for profit sector but they are so passionate about the mission of their organizations that they choose to work for. Count yourself among the lucky few that get to spend most of your workday with passionate, idealistic people.
3. Expand your professional network- The best ideas come from having a diverse professional network of people that have different opinions and experiences than you do. Join an affinity group of a different racial group, program area, or geographic interest to learn new approaches to issues that you face in your position.
4. Get some support- This may be a circle of friends that you can bounce ideas off of, an affinity group like Emerging Practitioners in Philanthropy, which is designed to provide support and guidance to people new to the field of philanthropy, or a kickball team, where you can burn off some of the stress of your position. Figure out what kind of support would work the best for you and seek it out. If you can’t find that network of support, create your own.
5. Never stop learning- The nonprofits that you interact with depend on your access to best practices in the field to improve their own work. Thoroughly read the reports from previous grantees. Are there lessons learned that might be applicable to other organizations that you are working with? Then share that information, within the limits of confidentiality. Scrupulously read about areas that your foundation makes grants in. Read about cities or states with similar demographics as your foundation’s geographic area. Are there any best practices from other locations that might be useful for the work that your foundation or grantees are doing?
6. Extend your hand to those that are interested in the field- When you were thinking about entering the field of philanthropy you either had a wonderful mentor that guided you through the process or you wish that you had. Be that mentor to someone else. There are many students and professionals that just need a few minutes of your time to figure out if the foundation field is a good fit for them. Be open to informational interviews, speaking at sessions about the work of program officers, or being a mentor informally or through a program at your alma mater. You may have also noticed that since you have entered the field you now know about position opening that you never would have heard about when you weren’t in the field. Share those opportunities with your network of people that are interested in starting a career in philanthropy.

Now it’s your turn. What advice would you give to new foundation staff?