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Averting the Crisis in Nonprofit Leadership
7/21/16 1pm Eastern
The presentation will begin shortly.
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Before we get started »
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Our guest presenter »
Marc A. Pitman| @marcapitman
• Author of “Ask Without Fear!” • Founder of FundraisingCoach.com, • Executive director of TheNonprofitAcademy.com
• Advisory Panel member of Rogare, a prestigious international fundraising think tank
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Marc A. Pitman, CFCC www.concordleadershipgroup.com
Twitter: @marcapitman
THE CRISIS IN NONPROFIT LEADERSHIP
A report on the 2016 Nonprofit Sector Leadership Survey
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Why a survey?
w 2 days unpacking CompassPoint’s “UnderDeveloped” survey
w Answering the question “What’s going on with the development director?”
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Why a survey? w That led to a
popular seminar on “The Current Crisis in Nonprofit Leadership”
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Problems persisted
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Problems persisted
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Problems persisted
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Problems persisted
w Begged the question: “What’s going on with leadership?”
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Problems persisted & expanded w Governments in the USA, the UK, and
elsewhere continue to increase regulation
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Problems persisted & expanded w Governments in the USA, the UK, and
elsewhere continue to increase regulation
w Municipalities are increasingly looking to tax charities
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Problems persisted & expanded w Governments in the USA, the UK, and
elsewhere continue to increase regulation
w Municipalities are increasingly looking to tax charities
w There’s an alarming increase in the reports of boards bullying the CEOs they hire
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It’s still not working
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It’s still not working .
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It’s still not working .
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It’s still not working .
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It’s still not working
The Nonprofit Sector Leadership Study
gives us insight on why
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CLG pulled together partners w Steven Yoder, Get the Word Out w Pearl Wright, UNA w Jay Love, Bloomerang w Randy Hawthorne, NonprofitHub w Chris Johnson, StratusLIVE w Rachel Hutchisson & team at
Blackbaud & Blackbaud K12 w Bill Tedesco & team,
DonorSearch w AFP w And key help from Bill Littlejohn at
Sharp HealthCare
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Goal: Dive below the surface w We believe leaders happen at all
levels. w So we wanted to go deeper.
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38 Question Survey w .
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The Sample w Wide range of leadership
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The Sample w Wide range of ages
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The Sample
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The Sample w Seasoned nonprofit tenures
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The Sample
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Key Findings w Strategic plan
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Key Findings w Strategic plan w Succession planning
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Key Findings w Strategic plan w Succession planning w Retiring comfortably
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Key Findings w Strategic plan w Succession planning w Retiring comfortably w Creative recruiting
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Key Findings w Strategic plan w Succession planning w Retiring comfortably w Creative recruiting w Sharing the story
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Strategic planning
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Strategic planning
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The Surprise w Half of nonprofits are building the
bridge as they cross it!
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Strategic planning w Varies by org size
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Strategic Speak? w It seems the lower down the leadership
chain you go, the more likely you are to believe a strategic plan exists.
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Strategic Speak? w It seems the lower down the leadership
chain you go, the more likely you are to believe a strategic plan exists.
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Strategic Wishing w 62% say their plan doesn’t have a
sustainable fundraising plan
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Strategic Plan
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Strategic Wishing w 62% say their plan doesn’t have a
sustainable fundraising plan w 58% say plan isn’t checked at least
quarterly
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Strategic Wishing w 62% say their plan doesn’t have a
sustainable fundraising plan w 58% say plan isn’t checked at least
quarterly w 70% say no benchmarking occurred
with peer organizations
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Strategic Wishing w 62% say their plan doesn’t have a
sustainable fundraising plan w 58% say plan isn’t checked at least
quarterly w 70% say no benchmarking occurred
with peer organizations
Strategic “wishing” ≠ Strategic planning
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Succession Planning
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Succession Planning
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Retiring Comfortably?
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Retiring Comfortably?
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Retiring Comfortably?
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Creative recruiting? w 36% of leaders said their nonprofit’s
turnover was “high”
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Creative recruiting? w 36% of leaders said their nonprofit’s
turnover was “high” w When asked what creative ways they
were competing for employees, over half left comments
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Creative recruiting? w 36% of leaders said their nonprofit’s
turnover was “high” w When asked what creative ways they
were competing for employees, over half left comments – But 61% of those comments were
variation on “Nothing” or “None”!
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Creative recruiting? w 36% of leaders said their nonprofit’s
turnover was “high” w When asked what creative ways they
were competing for employees, over half left comments – But 61% of those comments were
variation on “Nothing” or “None”! – 10% in comments thought “offering
benefits” was creatively competitive!
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Creative recruiting?
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Creative recruiting? w “We offer a 30% discount to our thrift store.”
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Creative recruiting? w “We offer a 30% discount to our thrift store.” w “We offer free lunches.”
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Creative recruiting? w “We offer a 30% discount to our thrift store.” w “We offer free lunches.” w “A $200 medical benefit, on which we have to pay taxes.”
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Creative recruiting? w “We offer a 30% discount to our thrift store.” w “We offer free lunches.” w “A $200 medical benefit, on which we have to pay taxes.” w “We provide employee of the month recognition.”
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Creative recruiting? w “We offer a 30% discount to our thrift store.” w “We offer free lunches.” w “A $200 medical benefit, on which we have to pay taxes.” w “We provide employee of the month recognition.” w “Competitive strategies? Aren’t you funny.”
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Creative recruiting? w “We offer a 30% discount to our thrift store.” w “We offer free lunches.” w “A $200 medical benefit, on which we have to pay taxes.” w “We provide employee of the month recognition.” w “Competitive strategies? Aren’t you funny.” w “We pretend everyone gets the same salary and hold a
bonus raffle.”
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Creative recruiting? w “We offer a 30% discount to our thrift store.” w “We offer free lunches.” w “A $200 medical benefit, on which we have to pay taxes.” w “We provide employee of the month recognition.” w “Competitive strategies? Aren’t you funny.” w “We pretend everyone gets the same salary and hold a
bonus raffle.” w “We give hats to volunteers.”
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Creative recruiting? w “We offer a 30% discount to our thrift store.” w “We offer free lunches.” w “A $200 medical benefit, on which we have to pay taxes.” w “We provide employee of the month recognition.” w “Competitive strategies? Aren’t you funny.” w “We pretend everyone gets the same salary and hold a
bonus raffle.” w “We give hats to volunteers.” w “We give a free bus pass.”
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Creative recruiting? Almost an abdication of responsibility:
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Creative recruiting? Almost an abdication of responsibility: w “We can’t compete. People are here because they want to
be.”
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Creative recruiting? Almost an abdication of responsibility: w “We can’t compete. People are here because they want to
be.” w “We hire people committed to the mission.”
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Creative recruiting? Almost an abdication of responsibility: w “We can’t compete. People are here because they want to
be.” w “We hire people committed to the mission.” w “We do not compensate fairly.”
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Creative recruiting? Almost an abdication of responsibility: w “We can’t compete. People are here because they want to
be.” w “We hire people committed to the mission.” w “We do not compensate fairly.” w “We simply don’t have the money to do more for the
employees.”
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Creative recruiting? Almost an abdication of responsibility: w “We can’t compete. People are here because they want to
be.” w “We hire people committed to the mission.” w “We do not compensate fairly.” w “We simply don’t have the money to do more for the
employees.” w “[The board and CEO] do not take the process seriously
and it is a low priority.”
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Creative recruiting? Almost an abdication of responsibility: w “We can’t compete. People are here because they want to
be.” w “We hire people committed to the mission.” w “We do not compensate fairly.” w “We simply don’t have the money to do more for the
employees.” w “[The board and CEO] do not take the process seriously
and it is a low priority.” w “Always looking to cut budgets and get a cheaper
employee, rather than paying the market rate for the skills and experience we need.”
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Creative recruiting?
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Sharing the story w With such a lack of vision and
recruiting/retention, nonprofits must surely be investing in PR, right?
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Sharing the story
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Sharing the story
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Sharing the story
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Shared Vision
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Shared Vision
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Sharing the story
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What?! w .
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7 Suggestions w It all comes back to the correct use of a
strategic plan
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7 Suggestions w It all comes back to the correct use of a
strategic plan – Not an ego exercise—although it is
inspiring – Not something “in your head”—although it
should always be there too
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7 Suggestions w It all comes back to the correct use of a
strategic plan – Not an ego exercise—although it is
inspiring – Not something “in your head”—although it
should always be there too w A strategic plan inspires, unifies, and
calls everyone into a vision greater than themselves
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1. Write it down! w Can easily become complicated w 4 steps we suggest
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1. Write it down! w Can easily become complicated w 4 steps we suggest
1. What are we doing & why are we doing it? • Mission, Vision, Guiding Values
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1. Write it down! w Can easily become complicated w 4 steps we suggest
1. What are we doing & why are we doing it? • Mission, Vision, Guiding Values
2. How are we going to get it done? • Goals, Objectives, Situational Assessments
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1. Write it down! w Can easily become complicated w 4 steps we suggest
1. What are we doing & why are we doing it? • Mission, Vision, Guiding Values
2. How are we going to get it done? • Goals, Objectives, Situational Assessments
3. How will we fund it? • Fundraising, Strategic Collaborations
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1. Write it down! w Can easily become complicated w 4 steps we suggest
1. What are we doing & why are we doing it? • Mission, Vision, Guiding Values
2. How are we going to get it done? • Goals, Objectives, Situational Assessments
3. How will we fund it? • Fundraising, Strategic Collaborations
4. Who will we tell about it? • Assessments, Advocacy, Internal & External
Marketing
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2. Live the Plan w Include strategic plan objectives in
annual performance review – Can be as simple as having a check box
or self reporting question “Which of the strategic planning objectives did you help with this year?”
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2. Live the Plan w Include strategic plan objectives in
annual performance review – Can be as simple as having a check box
or self reporting question “Which of the strategic planning objectives did you help with this year?”
w Set a standing board & staff meeting agenda to review the plan at least quarterly
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3. Create cascading goals
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3. Create cascading goals
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3. Create cascading goals
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3. Create cascading goals
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3. Create cascading goals
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3. Create cascading goals
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3. Create cascading goals
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3. Create cascading goals
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3. Create cascading goals
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4. Cross-generational teams w Traditional involving “young people” is:
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4. Cross-generational teams w Commit to involving a variety of ages in
real decision making – Boards: create a grid for board &
committees
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4. Cross-generational teams w Commit to involving a variety of ages in
real decision making – Boards: create a grid for board &
committees
– Staff: seek teams and involve people
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4. Cross-generational teams w Commit to involving a variety of ages in
real decision making – Boards: create a grid for board &
committees
– Staff: seek teams and standing committees
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4. Cross-generational teams w Commit to involving a variety of ages in
real decision making – Boards: create a grid for board &
committees
– Staff: seek teams and standing committees
The key is involvement in existing groups – not a “special initiative.”
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5. Create leadership training w Two ways to start
1. Felt needs: poll your direct reports (whatever level you are)
2. Strategic plan: what skills need to be stronger to accomplish your vision?
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5. Create leadership training w Two ways to start
1. Felt needs: poll your direct reports (whatever level you are)
2. Strategic plan: what skills need to be stronger to accomplish your vision?
Key is to make sure the team debriefs. Sharing learning hardwires education.
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6. Create a succession plan
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6. Create a succession plan w .
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6. Create a succession plan w Your “Moose Plan”
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6. Create a succession plan w Your “Moose Plan”
– Who steps in if you aren’t able to?
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6. Create a succession plan w Your “Moose Plan”
– Who steps in if you aren’t able to? – What functions are mission critical?
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6. Create a succession plan w Your “Moose Plan”
– Who steps in if you aren’t able to? – What functions are mission critical? – What systems exist to make on-boarding
as seamless as possible?
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6. Create a succession plan w Your “Moose Plan”
– Who steps in if you aren’t able to? – What functions are mission critical? – What systems exist to make on-boarding
as seamless as possible?
Who do you need to be training or mentoring to take over for you?
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7. Learn storytelling
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7. Learn storytelling w 83% of leaders say “communicating a
compelling vision” is in their top 3 priorities
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7. Learn storytelling w 83% of leaders say “communicating a
compelling vision” is in their top 3 priorities
w Yet 62% said they weren’t sure how to create one
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7. Learn storytelling w Human beings are hardwired to
remember stories
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7. Learn storytelling w Human beings are hardwired to
remember stories
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7. Learn storytelling w Human beings are hardwired to
remember stories
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7. Learn storytelling w Human beings are hardwired to
remember stories
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7. Learn storytelling w Human beings are hardwired to
remember stories
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7. Learn storytelling w Human beings are hardwired to
remember stories
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7. Learn storytelling w Human beings are hardwired to
remember stories
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7. Learn storytelling w Start with “internal” stories
– How was the nonprofit founded? – What values exemplify how staff
respond?
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7. Learn storytelling w Start with “internal” stories
– How was the nonprofit founded? – What values exemplify how staff
respond? w Move to external
– What fight are you inviting people to join? – Most importantly: make the donor the
hero!
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Don’t go it alone
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Don’t go it alone w You could be building the bridge as
you walk across it…
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Don’t go it alone w You could be building the bridge as
you walk across it… ...only to find it’s not ending up where you expected.
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Don’t go it alone w You could be building the bridge as
you walk across it… ...only to find it’s not ending up where you expected.
w Seek help: peer groups, professional associations, executive coaching
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The future can be brighter… 1. Write the strategic plan down 2. Let the plan be a roadmap & a
compass 3. Create cascading goals 4. Create cross-generational teams 5. Start leadership training 6. Draft a succession plan 7. Learn storytelling
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Concord Leadership Group LLC Questions? Ah-ha’s?
Get a free copy of the summary report: www.ConcordLeadershipGroup.com/report/
For Executive Director strategies:
www.ConcordLeadershipGroup.com/ceo/
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https://bloomerang.co/resources
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•Daily blog post •Weekly webinars •Downloadables
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