What If the Answer is “No?”

We seem to have this notion that becoming a supervisor or stepping into a middle management position is an irrevocable shift from being “one of us” to becoming “one of them.” Certainly our formal organizations – corporations, universities, government agencies seem to work that way. Many nonprofits too, for that matter; especially the large ones.

Supervising and managing is, frankly, not for everybody. And yet our organizations are set up in a way that basically says, “If you want to make more money and have a more secure future for your family, you need to become a manager.” I guess that may make sense to those that run larger organizations; certainly it was the path I chose for much of my career, since I worked in large organizations.

Suppose you’ve stuck your toe in the “supervision pond” and maybe even jumped in with both feet. There’s lots to like about management, but perhaps you miss the thing that brought you to the organization in the first place. Maybe that was direct contact with customers or clientele. Maybe it was the hands-on “making” of something; you, creating something of value. So where is it written that when you become a manager you no longer can do the things that attracted you in the first place?

I think it makes great sense for every supervisor, every manager, to stay in touch with their roots. Keep a hand in the game, an oar in the water to make sure you are connected to the folks that make it happen out there every day; the people making the products, delivering the services.

In the University world, presidents often make sure they continue to teach a class or two in their field, CEO’s take time to get out of the executive suite and see what’s going on in the trenches. Managers make sure they keep connected to their core interest by spending time with their sleeves rolled up.

Makes sense to me. What do you think?

Paul

Game Changer – ONEplace@KPL

ONEplace@KPL has become a significant Game Changer for nonprofit organizations in Kalamazoo, Michigan. Opened in 2009 with support from local funders including the Irving S. Gilmore Foundation, the Kalamazoo Community Foundation, and others, and with administrative support and facilities provided by the Kalamazoo Public Library, ONEplace is a management support organization (MSO) for nonprofit organizations. Their focus is on four key areas common to nonprofits:

  • Management – operations & program directors
  • Communications – marketing, public relations & media relations
  • Fundraising – individual, foundation & corporate support
  • Leadership – board & executive director

With leadership from director Thom Andrews and associate Lolita Moss, the list of professional development opportunities for nonprofit organizations is extensive and comprehensive. The list includes workshops, roundtables, webinars, interest groups, courses, and plenty of other resources.

At the same time a variety of  direct services, such as consulting, advising, problem/opportunity identification, and action planning are provided on a confidential basis. And because of the ongoing financial support of area foundations everything at ONEplace is available at no cost to the nonprofit organizations.

Several of us at Midwest Consulting Group have been involved with ONEplace since its founding. We love working with nonprofit organizations and the wonderful work they do; it’s a great way for us to give back to our local community.

Last week saw the kickoff of the 2015 ONEplace Nonprofit Leadership Academy (ONLA) with a bakers’ dozen of Kalamazoo County’s best and brightest nonprofit professionals taking part. ONLA consists of nine monthly day-long group sessions, one-on-one work with an executive director mentor, and other activities throughout the year.

If you lead, work in, or volunteer with nonprofit organizations in Kalamazoo County, you owe it to yourself and the nonprofits you serve to check out ONEplace@kpl. They are indeed a Game Changer for nonprofit organizations.

Stay Tuned

Paul

360 Assessments Underway

Conducting a 360 assessment process is an important part of each ONEplace Nonprofit Leadership Academy, and the data-gathering is well underway for the 2015 Academy group.

We’re using a pair of excellent multi-rater assessments, the Management-Leadership Practices Inventory (MLPI) and the Professional Communications Inventory (PCI) – [click here for more info]. Each Academy participant selects the 360 that best fits their situation and provides us with a list of people they want to ask for feedback. The scores are provided only to the Academy participant and individual rater’s responses are reported in aggregate, so confidentiality is assured throughout the process.

At the March session the group will receive the results of the assessment process. For many this will be the first time they’ve received this kind of feedback, and the enthusiasm within the group is pretty high.

When is the last time you got really honest feedback on what you do (and don’t do) as a professional?

Stay tuned,

Paul

Nonprofit Leadership Academy – Version 4

For the past three years I’ve been involved with the ONEplace Nonprofit Leadership Academy (ONLA) here in SW Michigan. This fantastic leadership development program is provided free of charge to the nonprofit community in Kalamazoo County through the generosity of local foundations. The 2015 version kicks off this month and promises to be exciting and innovative as we welcome a baker’s dozen of nonprofit managers. ONLA is always a great experience for the participants as well as for those of us involved in The Academy. Watch this space for more information as the process moves along.

In the meantime, take a few minutes to check things out at ONEplace@kpl.gov to see what’s going on in the nonprofit community. Thom Andrews and Lolita Moss do an outstanding job at ONEplace!

 

What Did You Learn?

What did you learn from each of your previous bosses? Maybe you worked for one of those rare “natural” supervisors or managers. I’ve met a few, but they are few and far between. Most of us who have worked inside organizations have worked for a series of bosses. And we probably had no difficulty finding things about their style that bugged us, frustrated us, even made us angry from time to time.

But at the same time, looking at it from the rear view mirror, I bet you also learned some valuable lessons from each of them. I know I did. Some of those lessons were positives – things to emulate, copy, and modify to fit me. And some were negatives – things to not do when faced with a similar situation.

One of my first bosses was The Chief. He was a Master Chief Petty Officer in the U.S. Navy and was the lead admin for the Supply Officer on my ship. He’d been in the Navy about 25 years and had risen steadily to become one of the senior people in his logistics specialty. Since our ship had one of the first on-board computers in the Navy (a Univac 1500 that took up a lot of room and was one of the few air-conditioned spaces on the ship), we were dealing with state-of-the art in some ways, and very old technology in others. Remember 10-part carbon paperwork?

From The Chief I learned precision and the importance of doing the job to the best of my ability. He also served as a role model of how to handle a difficult boss who had spent his entire career on shore duty. When we were at sea, the Supply Officer spent the whole time holed up in his cabin, alternately hollering at somebody over the ship’s phone and bouts of throwing up .

Some years later I worked for a boss I’ll call Sam. I was running an organization-wide system with multiple locations and nearly round-the-clock operations. From Sam I learned the value of building effective cross-departmental relationships and the wisdom of seeking multiple opinions and perspectives before making major decisions. My mid-20’s shoot-from-the-hip, get-it-done-now style sometimes backfired on me, particularly when I failed to identify key stakeholders and give them a “heads-up” regarding plans. Sam showed us all how to lead a diverse (and often highly competative) group of department heads in a positive direction by “communicating lavishly,” to use a favorite Max DePree quote. Sam knew where we were heading, kept us all in the loop, and ran interference with other senior leaders when necessary. Quiet leadership, practiced daily.

Those are just two of the people I learned from. What did you learn?

Think about what you’ve learned from some of the people you’ve worked for over the years. If you’d like to share a thought or two, that would be great. If not, at least think about it.

Collaboration

Recently I gave a brief talk to InterCom, the regional group for communications professionals. The topic was collaborative organizations, using our Midwest Consulting Group as a model. We believe MCG is the oldest virtual corporation in Michigan, and probably one of the oldest in the U.S. Building business through collaboration is what we have been about since 1990. The bright, diverse, neat-to-hang-out-with people who make up MCG are involved in both individual and collective projects and collaborating has become part and parcel of how we operate. Clients and projects may differ considerably, but working, thinking, planning together has become part of our hardwiring. The common denominator is helping organizations, individual professionals, and teams get great at what they do.

Whether it’s helping a nonprofit agency to create a strategic plan, guiding a university faculty member through the process of publishing in an academic journal, helping create a brand identity for a business or nonprofit, coaching executives and professionals, teaching and training people to be better supervisors, managers, and leaders or creating a comprehensive management development program  . . . the commitment to collaborate, cooperate, and help each other grow our businesses is in everything we do.

Who are you collaborating with? And what have you achieved through collaboration? Would be an interesting discussion, I think.

Exciting Times

Organizations in all parts of the economy, at least those that made it through the Great Recession, are running pretty lean at this point. During the Recession organizations tightened their belts, reduced or eliminated  discretionary spending, and concentrated on survival. Positions were eliminated, projects scaled back or postponed, and in many cases headcount reduced. The organizations that survived are now leaner, more thoughtfully focused on core products and services, and have a changed workload distributed across a smaller number of heads, hands, and hearts. Whether you think the result is positive or not, it represents reality. The question now is, “How can we be successful over time in a rapidly changing world? ”

We see changing roles, expectations and challenges for supervisors, managers, and professionals all around us. Responsibilities and assignments change frequently, priorites are moving targets, and everyone is required to grow and adapt all the time. The increased pace and changing demands requires an adaptive and flexible approach at all organizational levels, and that means life-long, continuous learning.

Knowing what is needed for the future is only possible through knowing where you are right now. That’s where 360-degree assessments like the Management-Leadership Practices Inventory come in. They provide a baseline of valid, reliable feedback to serve as the foundation for an individual, team, or organization development plan. Click here for more information on the assessment tools we use; we know they work.

In addition to the ONEplace Nonprofit Leadership Academy, we are currently completing a 360-degree management and leadership assessment process for two large teams. In both cases the organizations recognized that the need to invest in professional development was long overdue. Helping our clients to adapt and change – and being part of the individual and team growth that results – is exciting, rewarding and just plain cool!

What is your organization doing to develop the skills, attitudes, and behaviors needed today and tomorrow?

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