The Nonprofit Leadership Transition and Development Guide E-Book

Tom Adams

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 557

Veröffentlichungsjahr: 2010

Beschreibung

The Nonprofit Leadership Transition and Development Guide In this dynamic resource, Tom Adams (an expert in succession planning who has worked with hundreds of organizations) shows how intentional leadership development and properly managed leadership transitions provide nonprofits with the rare opportunity to change direction, maintain momentum, and strengthen their capacity. This accessible guidebook is filled with illustrative stories, instructive lessons, best practices, and practical tools that can be used to ensure a successful nonprofit leadership transition. "It is terrific to have a book which so effectively addresses the unique challenges and opportunities of leadership in the nonprofit sector, replete with sound advice and concrete examples. Tom Adams brings a wealth of experience and savvy to the topic. Paid and volunteer leaders of nonprofits at all levels will benefit from reading it."--Irv Katz, president and CEO, National Human Services Assembly "The guide is one of its kind in providing a realistic frame for the world of nonprofit leaders. It is long overdue in the sector as a real tool for leaders. Maybe even more important, it helps nonprofit boards of directors and philanthropic organizations to understand the connection between their investment in leadership and achieving organizational goals." --Diane Bell McKoy, CEO, Associated Black Charities "Rich with instructive examples and advice, this book is grounded in the reality of nonprofits. It will be an extraordinarily useful guide to nonprofit organizations of all types and sizes." --Ruth McCambridge, editor in chief, Nonprofit Quarterly "Make no mistake: attracting and retaining top talent should be priority number one for the nonprofit sector. Adams's book offers practical advice for how to embed this priority into the sector's DNA. All who care about nonprofit effectiveness would be well-served to give this book a close read."--Kathleen P. Enright, president and CEO, Grantmakers for Effective Organizations

Leseprobe

Table of Contents

Endorsements

Title Page

Copyright Page

WEB CONTENTS

Foreword

Dedication

PREFACE

Acknowledgments

THE AUTHOR

Chapter 1 - The Leader’s Way

The Nonprofit Leadership Advantage

Our Leadership Challenges

The Leaderful Organization

The Leader Transition Opportunity

The Leader Development Opportunity

How This Book Is Organized

How to Use This Book

Conclusion: Join the Campaign

Chapter 2 - Managing the Power of Emotions

Transitions and Emotions

Handling Individual and Group Emotional Responses

Conclusion: Emotional Awareness Opens Options

Chapter 3 - Founders and Founder Transitions

Understanding the Founder

How Founders Can Build Leaderful Organizations

Preparing the Organization for Founder Succession

Following the Founder

Conclusion: Founder Transition Success

Chapter 4 - Seeking Diversity Through Leader Development

Diversity and Inclusiveness

Building Racial and Ethnic Diversity in Leadership

Generational Diversity

Conclusion: Meeting the Diversity Challenge

Chapter 5 - Executive Transition Management

What Makes Successful Transitions

Key Transition Decisions

The Executive Transition Process

The Prepare Phase

The Pivot Phase

The Thrive Phase

Conclusion: Leader Development Through ETM

Chapter 6 - Getting Started on Succession Planning

Prepare for Succession Planning

Create an Emergency Backup Plan

Develop and Adopt a Succession Policy

Conclusion: Gentle Paths to Succession Planning

Chapter 7 - Departure-Defined Succession Planning

Four Phases of Planning

Conclusion: Advancing the Leaderful Organization

Chapter 8 - Leader Development and Talent Management

Examples of Leader Development and Talent Management

Leader Development—Personal Commitment and Actions

Becoming More Leaderful: Paths to Leader Development and Talent Management

Talent Management

Launching a Talent Management Program

Conclusion: A Critical Leadership Strategy

Chapter 9 - Many Paths to a Leaderful Organization

Promising Practices

Many Paths, Many Champions

Enjoy the Leader’s Way—and Grow the Campaign

Appendixes

NOTES

RESOURCES

INDEX

Endorsements

“It is terrific to have a book which so effectively addresses the unique challenges and opportunities of leadership in the nonprofit sector, replete with sound advice and concrete examples. Tom Adams brings a wealth of experience and savvy to the topic. Paid and volunteer leaders of nonprofits at all levels will benefit from reading it.”

—Irv Katz, president & CEO, National Human Services Assembly

“Rich with instructive examples and advice, this book is grounded in the reality of nonprofits. It will be an extraordinarily useful guide to nonprofit organizations of all types and sizes.”

—Ruth McCambridge, editor in chief, Nonprofit Quarterly

“Make no mistake: attracting and retaining top talent should be priority number 1 for the nonprofit sector. Adams’s book offers practical advice for how to embed this priority into the sector’s DNA. All who care about nonprofit effectiveness would be well served to give this book a close read.”

—Kathleen P. Enright, president and CEO, Grantmakers for Effective Organizations

“Tom Adams has taken his considerable experience with executive transitions into new territory: leadership development set in the context of inevitable transitions, and he shares his new insights with us eager readers.”

—Jan Masaoka, editor, Blue Avocado, former executive director of CompassPoint Nonprofit Services

“This guide is one of a kind in providing a realistic frame for the world of nonprofit leaders. It is long overdue in the sector as a real tool for leaders. Maybe even more important, it helps nonprofit boards of directors and philanthropic organizations to understand the connection between their investment in leadership and achieving organizational goals.”

—Diane Bell McKoy, CEO, Associated Black Charities

“This amazing book provides the road map that community leaders have long sought. It is a practical, experience-based approach to developing leaders and building strong, lasting organizations that make a difference. As a Latina leader who has built an organization that I want to live on, I understand that knowing how to attract and develop a next generation of leaders from the communities we serve is essential. This guide is a must-read for anyone serious about that agenda.”

—Beatrix Otero, president and CEO, CentroNía

“Two words come to mind after reading this book—it works! Tom Adams has a recipe for successful transitions of leadership. A must-read for anyone in the nonprofit business.”

—Capt. Hank Sanford, USN (Ret), CFO & treasurer, U.S. Naval Academy Alumni Association & Foundation

“Maintaining a robust talent pipeline is a critical need that has rarely gotten the attention it deserves in the nonprofit sector. Tom Adams brings the issue front and center. His new book is a valuable road map for the funders, community organizations, and educators seeking to address the leadership needs of the sector.”

—Tim Wolfred, senior project director, CompassPoint Nonprofit Services

“Tom Adams is a very wise guide to nonprofit staff and board leaders and those who support them. This book is chock-full of practical advice and helpful examples that will help nonprofit organizations strengthen their leadership and performance.”

—Paul Connolly, senior vice president and director, TCC Group

“The Nonprofit Leadership Transition and Development Guide by Tom Adams is a must-read for anyone who is currently leading, or aspires to lead, a thriving nonprofit organization. With all the varied challenges that nonprofits face, excellent leadership is a key enabler of high-quality mission. The guide will help both new and experienced leaders reach that goal.”

—Peter Brinckerhoff, president, Corporate Alternatives, Inc.

“Those who truly care about the well-being of our communities and the effectiveness of the nonprofit sector need this book. Nonprofit leaders—nonprofit CEOs, leadership staff, and board members alike—will treasure this book as an essential component of their toolkits for success. Managing change in key leaders is an essential competency and Mr. Adams’s experience, wisdom, and practical approach provide a sure roadmap for success!”

—Don Crocker, executive director, Support Center for Nonprofit Management

“This practical and insightful view built upon a depth of experience makes this guide a valuable resource for anyone engaged in nonprofit organizational lasting performance. These sensible and thoughtful methods for successful transitions and leadership development set a plan that can be carried forward.”

—Bruce Gottschall, executive director (founder), Neighborhood Housing Services of Chicago

“Tom Adams is an authority on transition planning and on leader development and recruitment. He is expert in managing change—for key leaders, as well as for boards of directors and top administrators in not-for-profits. I’m so happy that this will be in book form so that agency executives and boards of directors can readily profit from Tom’s vast knowledge and experience.”

—Bob McMahon, executive director, SCO Family of Services

“Tom’s concept of a ‘leaderful organization’ provides a useful framework for nonprofit boards and executives who can benefit from his useful tips and tools on leadership development and effective leadership transitions. His ideas are drawn from years of practical experience, and this work should become required reading for the leaders—both paid and volunteer—of any organization concerned about long-term sustainability.”

—Cheryl A. Casciani, director of community investment, Baltimore Community Foundation

“Especially during these times, Tom’s experiences and perspectives on leadership and transition are exceptionally helpful. He effectively shares his practical wisdom in this book. As a foundation executive and former mayor, I am keenly aware of the difference leadership makes. This is must reading for funders and others who invest in mission-based organizations.”

—Jim Hoolihan, president, Blandin Foundation

“How easy it is to hire the wrong person—out of idealism! This wise book will guide your search committee through the science and art of a leadership transition.”

—Char Mollison, former senior executive, Independent Sector and the Council on Foundations

“Tom Adams’s book makes an extraordinary service of helping boards of directors, executive directors, and nonprofit managers know how to develop a path for successful transition in leadership and to demonstrate the powerful relation between a leader and institutional results and impact.”

—Gustavo Torres, executive director, CASA de Maryland

“Tom Adams’s hands-on experience in working with scores of nonprofit organizations through the years makes this book a must read for nonprofit board members and senior staff. Adams’s systemic approach reveals a practical path to strengthening, sustaining, and renewing internal organizational leadership over the long haul.”

—Nick Nyhart, president and CEO, Public Campaign

“Tom Adams is the coach’s coach. His book is a must-read for any board of directors or rookie executive director seeking to be the beacon for transformational leadership in their organization. Tom and TransitionGuides worked with the LEDC Board and me when I was hired. Since becoming executive director, I’ve continued to turn to TransitionGuides as a resource. He is an inspiration to everyone in the field of change-oriented leadership and exemplary nonprofit management.”

—Manny Hidalgo, executive director, Latino Economic Development Corporation

“Tom’s thoughtful advice on leadership transitions in mission-driven organizations comes from his lived experience—first as a leader and subsequently in helping many boards, leaders, and successors navigate the white water of transition. Combining attention to both leader transitions and leader development is powerful and the path forward for the sector. An invaluable resource.”

—Thomas Gilmore, vice president, CFAR—Center for Applied Research, Inc.

“Tom Adams’s keen insights force us to recognize leadership development and transition as critical to nonprofit performance and ability to sustain services. He provides a unique roadmap for funders, trustees, and all those who care about the vitality of the nonprofit sector and those they serve.”

—Cynthia King Vance, nonprofit trustee

“Tom Adams has been at the forefront of new knowledge and practice in the field of leadership transitions for years. He shares his wealth of knowledge and experience in this guide. For nonprofit leaders and board members it is an essential read.”

—Deborah Linnell, director of programs, Third Sector New England

Copyright © 2010 by TransitionGuides, Inc. All rights reserved.

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Library of Congress Cataloging-in-Publication Data

Adams, Thomas H., date.

p. cm.

Includes bibliographical references and index.

ISBN 978-0-470-48122-6 (pbk.)

1. Nonprofit organizations—Management. 2. Leadership. I. Title.

HD62.6.A33 2010

658.4’092—dc22

2009054081

PB Printing

WEB CONTENTS

APPENDIXES

Appendix A: Executive Transition Management Tools and WorksheetsA1 . Executive Transition Management Process Overview A2. The Interim Executive Advantage: An Overview of the Benefits A3. Where to Find an Interim Executive A4. Sample Transition Timeline A5. Sample Chief Executive 90-Day Entry Plan *A6. Chief Executive’s Position Profile and Job Announcement Templates *A7. Sample Interview Agenda and Questions

Appendix B: Finding and Choosing a ConsultantB1. When to Use and How to Find a Consultant

Appendix C: Succession Planning Tools and Samples*C3. Sample Sustainability and Succession Report

Appendix D: Leader Development and Talent Management Tools and SamplesD1 . Examples of Leader Development Learning Opportunities D2. Talent Management Tools

Appendix E: Helpful InventoriesE1. Leader’s Personal and Professional Inventory E2. Questions About the Organization E3. Diversity Inventory E4. The Leader’s Emotional Check-in Barometer E5. Action Planning Notes and Commitments

Note: Most of the online appendix files listed here are from the appendixes in this book. Asterisked files are supplemental material only on the Web site.

MORE ONLINE SUPPLEMENTS TransitionGuides Newsletter and Webinars Resiliency in Nonprofit Leadership Transitions: Three Kinds of Rituals That Really Work The Four Elements of a Sustainable Organization When Should You Consider an Outside Advisor for Your Transition? Departure-Defined Succession Planning Process Overview

FOREWORD

PERMIT ME TO BEGIN THIS FOREWORD by recalling a meeting long past but not forgotten.

About a decade ago, I had occasion to talk with Karl Dennis, the founder and former executive director of Kaleidoscope, an organization that does outstanding work helping connect foster kids who have been labeled “hard to place” with a permanent and loving home.

Kaleidoscope was part of the inaugural group of the FAMILIES COUNT National Award Winners, a program that The Annie E. Casey Foundation created to recognize and honor organizations that demonstrate, day in and day out, our premise that children do well when their families are strong, capable, economically successful, and live in places that help them and their kids to thrive.

What I remember most about meeting Karl is not the conversation we had about how foster care reform advocates across the country were taking up Kaleidoscope’s approach and promoting it at the state and national levels. What I remember most is that he planned to retire in the next year. And what struck me was that, all too often, critical work to improve the lives and life chances of our most vulnerable populations hinges on an assumption that people like Karl Dennis will never leave their jobs.

It was a conversation that brought to mind the depressingly low survival rates of high-performing nonprofit programs cited by Lisbeth Schorr in Within Our Reach and Common Purpose. Again, all too often, the demise of these programs can be attributed to an institutional failure to prepare for and pay appropriate attention to leadership transition and development.

This was an epiphany of sorts—one of those moments when the obvious becomes unavoidable—and it was one we would have over and over again with the FAMILIES COUNT honorees. In fact, of the fifty organizations that received the award from 2000 to 2007, more than half have undergone a leadership change.

A desire to help those organizations with executive transition and succession planning led us to Tom Adams and the folks at TransitionGuides. This connection helped us to build a body of work, ably led by Donna Stark, now Annie E. Casey’s vice president for human development and operations, to help our mission-critical grantees successfully operate through the departure of effective leaders and keep working to identify, recruit, and support new leaders.

In addition, through a series of monographs, seminars, and presentations, we have joined with Tom and his team at TransitionGuides to promote the practice of and investment in executive transition management services, leadership development, and financial sustainability planning in our own work and throughout the nonprofit sector.

With this book, Tom has taken the very practical advice that helped us and our grantees and has translated it into essential reading for the entire nonprofit field. The pages that follow make an irrefutable case: nonprofit organizations that care about getting results and having an impact on the children, families, and communities they serve—especially in a time of shrinking resources and growing need—must be intentional, focused, and deliberate about leadership transitions and development. (Organizations that don’t care about getting results will not be helped by this or any other book.)

The author punctures the rationalizations and half-truths that account for so much inaction by nonprofits on the leadership front, from lack of resources and procrastination to an overreliance on serendipity and passionate, committed staff

He exposes some inconvenient truths, including the continuing state of denial among many funders and government agencies about what it really takes to run a high-performing organization and a tendency to present strong leaders as so exceptional that the job seems impossible for a mere mortal, even one who is more than willing, able, and ready to learn and lead.

And to his credit, the author chose not to duck, mumble, or posture about the diversity challenge. Instead, he offers practical, commonsense advice that can move us away from blaming and toward discernable results. Any reader of this guide will come away with the hard but certain realization that underinvestment in and lack of attention to leadership transition and development makes a fool’s errand of even the best work in this field. This pattern undermines our efforts to improve the odds for children, families, and communities that are now at even greater risk of being left behind and counted out. Tom has illuminated a path to a better day. It’s up to us to follow up and follow through.

January 2010

Ralph Smith Executive Vice PresidentThe Annie E. Casey Foundation,

To the growing number of amazing and inspiring leaders of organizations working for a more just, caring, and sustainable world.

PREFACE

I AM NOT THE USUAL SUSPECT to write a book about nonprofit leadership. I identify more with the entrepreneurial founder leader who typically is focused on mission and results and has less appetite for leader development and internal systems.

I was privileged to become the first executive director of a start-up neighborhood housing organization in my late twenties. A yearlong organizational formation process resulted in a very talented and committed board. Our collective passion, expertise, and resources culminated in rapid growth and amazing results. This was my first experience of what I call a “humming organization.” With some bumps and growing pains, we achieved an amazing harmony and capacity. We attracted the leaders (staff and board) we needed. We used our board and staff meetings and an annual retreat to sharpen our strategy. We were well connected to resources both locally and nationally. I experienced the powerful results that are possible when leaders, strategy, and resources are aligned.

During my six years there as we grew from myself as the only staff person to thirty staff members, I took my growing pains and many challenges as an inexperienced leader to a wonderful mentor and an organizational development consultant. The two of them began the slow process of teaching me that leading an organization was about more than passion and mission. They taught me about management teams and how to build and lead one. As we were invited to serve an African-American neighborhood, they taught me about differences in power and experience and to appreciate different points of view.

My next stop was to serve fifteen years with a national organization. I was asked to manage part of the field operations division and replied that I would prefer to lead a special projects unit focused on innovation. I ended up doing both. This experience broadened my understanding of the complexity of leadership in a larger national system. It also provided me with a place to begin what became a five-year research project about executive transitions within our member organizations. With more resources than are available to most thanks to the WK. Kellogg Foundation and my employer, NeighborWorks America, I crafted an approach to nonprofit executive transitions.

Over my thirty-plus years of work with nonprofit organizations, I have continued to be a student of leadership and organizational development. I’m keenly aware that neither the world nor Amazon.com needs another “this is the magic bullet” leadership book. I have learned a lot from reading and studying about leadership and organizational effectiveness. I’ve learned as much and perhaps more from the opportunity to consult with hundreds of board leaders and executives to advance their mission through attention to the intersection of leadership and strategy.

America and the world abound with leaders passionate about causes and making a difference. That energy is the unquantifiable equity of the nonprofit sector. It is the reason the sector has grown and continues to grow.

Unfortunately, not all stories of passion and good work have happy endings. Like small businesses, too many nonprofits die with their founder’s or key leaders’ waning interest or energy. Other more established organizations—some of which had become household names—have faltered and died quickly or slowly because of the inability to manage leadership transition and commit to an ongoing investment in leader development.

Achieving this alignment of effective leaders who fit the mission and strategy is not a simple job. Humming organizations are the ones where leaders are aligned around strategy and have the capacity to execute it successfully.

Most organizations are somewhere on the continuum from humming to crisis. There is not and probably never will be sufficient support (time and dollars) for organizational capacity building to systematically build on each organization’s strengths and move more organizations to the status of “humming” results producers.

In the absence of such a financial and time commitment, we as leaders of the sector are challenged to think deeply about where and how to make investments in the alignment of leadership, strategy, and resources.

After being nonexistent for most nonprofit organizations thirty years ago, strategic planning is continuing its evolution to become a more flexible and efficient tool for leaders to build consensus on mission, strategy, and results. Ten years from now, my hope is that attention to leader transitions and leader development is as firmly established as strategic planning is now

However, leadership and leader development is a more complex and thorny question for our sector. While an organization can budget for a strategic planning effort annually, it has always been difficult and is getting more difficult to set aside time and money for leader development.

The nonprofit sector is overflowing with talent. Leaders and potential leaders come and go with varying stays lasting from a few years to decades. This asset is underutilized and needs focused attention to increase results and overall sector effectiveness. While not everyone has the capacity or interest to be a nonprofit CEO, opportunities exist for all to lead.

Our sector’s challenge is to move beyond episodic and scattered attention to leader transitions and leader development to a consistent and thoughtful ongoing strategy. Because of our limited resources and passion for mission, our approach tends to be scarcity-driven and either too narrow or too broad. For example, there is no question that the nonprofit executive position is one of the more challenging leadership positions in America. Yet very limited resources are devoted to consistently preparing and supporting executives and executive transitions.

However, some organizations debate the merits of investing in the executive and managers versus the entire staff. This debate is an important one. Unfortunately, it too often results in a compromise that doesn’t serve the organization well over the long term.

The practices described in the following chapters provide nonprofit leaders and supporters with a path to better-led organizations and more good for the world. Attention to these ideas in the sector historically is episodic. The 2008—09 recession is a reality and a factor in the plan and pace for change. The lessons from numerous studies and twenty years of field research make a compelling case for change. While it is counterintuitive to suggest commitments requiring resources in tough times, now is the time for change to happen.

If you are already a champion for attention to leader investments for enhanced results, I hope you will find value in a guide to practices that work. If, like me, you come to this topic with some skepticism, welcome. My hope is you will find an idea or two that will give you hope and a path to growth as a leader and as an organization that works for you. In the end, we need each other at our best to continue to harness the amazing energy and talents of our sector for good. The seeds of a campaign for change have been planted. My hope is that you will join this effort. Together we can grow Americas and the world’s leaderful organizations. The positive benefit for people and communities around the globe will drive this change.

Silver Spring, Marylandjanuary 2010

Tom Adams

ACKNOWLEDGMENTS

MANY LEADERS AND ORGANIZATIONS have helped shape the ideas and practices in this book. Each of the chapters is the result of the influence of these leaders and organizations, who have embraced new ideas and ways of thinking about leader transition and leader development. Without these early users and supporters, the ideas and learning would languish.

The notes in each chapter recognize other thought leaders whose experience informs this work. What follows are the organizations and individuals who have personally provided guidance and support.

My first leadership transition experience was my own from Neighborhood Housing Services of Baltimore. Elaine Lowery introduced me to organizational development and guided that process. Joe McNeely supported the early work and continues as a mentor.

Bill Whiteside, George Knight, and Margaret Frisbee of NeighborWorks America (then the Neighborhood Reinvestment Corporation) provided intellectual and financial support for the early executive transition management development. Margo Kelly and Ken Wade continued that work under their leadership. John Burkhardt and Rick Foster of the W.K. Kellogg Foundation partnered with NeighborWorks in the support of the Community Development Leadership project and the executive transition management research. Tom Gilmore of the Center for Applied Research and Katherine Farquhar of American University were pioneers in leader transition research and provided valuable guidance. Karen Gaskins Jones of JLH Associates served as a lead consultant and advisor in the NeighborWorks developments and has continued to serve as a thinking partner in the evolution of nonprofit succession planning and leader development and a member of the TransitionGuides consulting team.

Cheryl Casciani of the Baltimore Community Foundation organized the first group of local funders to invest in an executive transition management initiative and collaborated with The Annie E. Casey Foundation in its lead role in the second phase of investment and research. Doug Nelson, Ralph Smith, Donna Stark, and Patrick Corvington at The Annie E. Casey Foundation have invested significantly in the refinement of executive transition management, the application of succession planning to nonprofit organizations, and field building to introduce these ideas to communities across America. Without the investments by the WK. Kellogg Foundation, NeighborWorks America, and The Annie E. Casey Foundation and the local funders who joined them, the executive transition and succession planning practices for the nonprofit sector would not have evolved to their current level of sophistication. Among local funders, the Meyer Foundation and the Evelyn and Walter Haas, Jr. Fund have contributed to research and field building as well as supporting services for grantees.

To carry out The Annie E. Casey Foundation learning and field building and to grow the body of knowledge and its application, TransitionGuides was formed. Don Tebbe was a cofounder of TransitionGuides and is my business partner today. His commitment to learning and innovation has contributed significantly to the ideas and practices herein. Denice Rothman Hinden of Managance Consulting was part of the founding of TransitionGuides and a thought leader on succession planning and led the early executive transition survey work nationally.

At the same time that TransitionGuides was formed, a national group of consultants and management support organizations interested in this work came together. Tim Wolfred of CompassPoint Nonprofit Services joined the collaboration with Annie E. Casey at the outset and has partnered with me in shaping these ideas, introducing them around the country, and putting them in practice in our respective organizations. Jan Masaoka, Jeanne Bell, and the CompassPoint team all have supported and advanced this work.

The Alliance for Nonprofit Management has provided a home through its Executive Transition Management Affinity group for consultants, management support organizations, and funders to share lessons and learn. Ruth McCambridge and the Nonprofit Quarterly have provided a much-needed vehicle for sharing ideas and practices Ron Guisinger from the Benefactor Group ably assisted with the leader development section.

Sue Stevens focused attention on the importance of nonprofit founders and encouraged this focus for our practice. Ron Guisinger from the Benefactor Group ably assisted with the leader development section.

The chapter on diversity is shaped by years of relationships and learning. Most recently TransitionGuides is working with Diane Bell McKoy and A. Adar Ayira of Associated Black Charities and Beatriz “BB” Otero of Centro Nía to develop a collaboration of Baltimore-Washington nonprofit leaders to support and expand the role of leaders of color in the region’s nonprofits. Ron McKinley, Tim Brostrum, and Mai Neng Moua of Fieldstone Alliance’s Innovative Practice Fund have invested in this work, which builds on the Denver Foundation’s Inclusiveness Project and the Third Sector New England Diversity Initiative. Brigette Rousson, a leader of the Cultural Competency Initiative of the Alliance for Nonprofit Management and coauthor of a newly published book on the same topic, provided thoughtful editing comments on the diversity chapter.

Closer to home, the TransitionGuides team has provided an amazing group of colleagues to shape and make real our collective ideas and dreams. Special thanks to my partner Don Tebbe, our operations team led by Karen Schuler and including Ginna Goodenow, Jackie Huber, Doris Kiser, and Melody Thomas-Scott, and our consulting team A. Adar Ayira, Catrese Brown, Victor Chears, Lisa Burford-Hardmon, Karen Gaskins Jones, Katherine Morrison, and Heller An Shapiro. Our amazing intern Miriam Johnson has fact-checked each note and made the tedious part of writing a book possible and manageable.

Other generous contributors include Tim Wolfred and Don Tebbe, who edited many of the chapters, and Peter Brinckerhoff, who edited the generational diversity section of the diversity chapter. Frances Kunreuther also provided helpful guidance from her work on next-generation leadership.

I was delighted to have the opportunity to work with Vince Hyman as my editor. His experience in the nonprofit field and as an editor and publisher added immensely to the clarity of this book. Jesse Wiley and the Jossey-Bass /John Wiley publishing team have provided great support and guidance. Jesse made the process so easy and painless that sometimes I couldn’t believe it. Each in their own way made a new challenge for me a manageable undertaking.

As the chapter on emotions notes, without resiliency rituals and attention to self-care leading becomes a burden. I am enormously grateful for the love and support of my wife, Geraldine. Her encouragement renews my spirit regularly and contributes much to my capacity to lead. My parents, siblings, children, and friends have all encouraged and supported me and this effort. Thanks to all for enriching my life’s journey and work! Let’s continue to learn and grow practices that unleash more leaders and organizations who are successfully working for a more fair, caring, and sustainable world!

—T.A.

THE AUTHOR

TOMADAMS is president and cofounder of TransitionGuides, a national consulting company based in Silver Spring, Maryland, that advises nonprofits on leadership succession, executive search and transition management, and related leader development and capacity-building initiatives. In 2008, Tom received the Innovative Practice Award for “innovation that has significantly changed the nonprofit capacity building field” from the Alliance for Nonprofit Management, the trade organization for nonprofit capacity builders. Tom and Tim Wolfred of CompassPoint Nonprofit Services were recognized for their national leadership in developing new and effective approaches to executive transition and succession planning for nonprofit organizations. From 2001 to 2005, Tom served as lead consultant and project advisor to The Annie E. Casey Foundation for their work on nonprofit leader transitions and succession. Tom and the TransitionGuides team have continued their role as innovators through leading the development of a collaborative of nonprofit leaders in the Baltimore-Washington area committed to increasing the number and roles of leaders of color in the nonprofit sector.

A national thought leader, speaker, and trainer on leadership and leadership transition topics, Tom has published extensively, including articles in the Nonprofit Quarterly, the Stanford Journal for Social Innovation, and three monographs (Capturing the Power of Leadership Change; Founder Transitions: Creating Good Endings and New Beginnings; and Staying Engaged, Stepping Up: Succession Planning and Executive Transition Nanagement for Nonprofit Boards of Directors). The Nonprofit Leadership Transition and Development Guide, published in 2010 by Jossey-Bass/John Wiley, is Tom’s first book. For additional articles and other resources, visit the TransitionGuides Web site at www.transitionguides.com.

TransitionGuides has assisted over three hundred nonprofit organizations, including local, regional, and national nonprofits from a wide variety of mission areas (advocacy, associations, environment, health, education, philanthropy, housing and community development, and children, family, and other human services, among others). TransitionGuides is a leader in developing educational workshops on leadership transition and succession planning topics for boards, executives, and funders. Over five hundred long-term and founding executive directors have attended the TransitionGuides flagship two-day Next Steps workshop, which provides executives an opportunity to learn and network with peers on this sensitive topic.

Prior to launching his consulting practice, Tom directed a five-year national field research project for Neighborhood Reinvestment Corporation (now NeighborWorks America), a national organization in the community development field, supported by the WK. Kellogg Foundation and focused on executive and board leadership changes in community-based nonprofit organizations. As part of this project, he studied executive transition in over a hundred organizations in three regions of the country and performed hands-on comprehensive executive transition work with a dozen organizations. This resulted in the three-phase approach to executive transition that has evolved into Executive Transition Management. Earlier in his career, he was the first executive director of Neighborhood Housing Services of Baltimore.

Tom and TransitionGuides can be reached in Maryland at 301-439-6635 or at [email protected].

1

The Leader’s Way

AN INTRODUCTION

THIS BOOK IS ABOUT the irrefutable connection between effective leaders and organizational results and impact. It challenges those who lead and care about the work of nonprofit organizations to appreciate our leadership advantage, to face some “ugly truths” about our current practices, and to consider the amazing gains in impact possible through focused and intentional attention to leader recruitment, development, and transition. It makes a powerful case for preparing for and successfully managing change in key leaders as an essential competency of successful leaders and organizations. It further offers a way for organizations to become more intentional about leader development despite limited resources. The results of adopting the practices suggested are a more leaderful organization that more consistently meets and exceeds its mission-driven goals.