1. Leadership In Nonprofit Management: Breakout Session Amy Bronson Boston University Executive Director Advancement Resources & Strategic Talent Management American Museum Membership Conference St. Louis, October 22, 2014

2. What We Will Cover Finding, Growing & Keeping your Staff Learning Development & Training Building Partnerships Across Teams Work Life Balance Growing Your Nonprofit Career

3. Love ‘Em or Lose ‘Em “Would I ever leave this company? Look, I'm all about loyalty. In fact, I feel like part of what I'm being paid for here is my loyalty. But if there were somewhere else that valued loyalty more highly, I'm going wherever they value loyalty the most.”

4. What are your hiring challenges? Quick Poll: What are your hiring challenges? C hoose up to three: – Compensation is not competitive – Cultural Issues (unhealthy culture, bad managers) – Lack of qualified talent in my area – Little or no upward mobility at my institution – Lack of time or talent to commit to effective search – Too much competition in my region

5. Costs of Turnover * Penelope Burk, Donor Centered Leadership, 28

6. Impact on Turnover by Generation * Penelope Burk, Donor Centered Leadership, 37 Length of Stay in Last Three Positions by Age Group

7. Why is it so hard to find good people? Compensation is not competitive Cultural Issues (unhealthy culture, bad managers) Lack of qualified talent in my area Little or no upward mobility at my institution Lack of time or talent to commit to effective search Too much competition in my region

8. Group Discussion: Talent Acquisition Compensation is not competitive Cultural Issues (unhealthy culture, bad managers) Lack of qualified talent in my area Little or no upward mobility at my institution Lack of time or talent to commit to effective search Too much competition in my region

9. Boston University, Development & Alumni Relations Recruitment Website

12. Recruiting Tips Coach your partners Treat candidates like members Cultivate & Close Everyone is available Follow your instinct Back door referencing Nail the details Be transparent

13. Keeping Your Staff Engaged Staff Engagement Strategic Staff Planning & Assessment Retention: Career Progression Growth and Well Being Recruitment, Onboarding, Training & Development

14. Proactive Retention A strategic approach to ensuring you grow and retain the best talent Requires collaboration and commitment Requires investment in time, staff and other resources Requires assessment: do your homework

15. Retention For All On-boarding Professional development Leadership training Consistent performance coaching Internal job posting/promotion programs Career planning Succession planning/career progression Job specific training and development Recognition and incentive programs Competitive Compensation

16. Onboarding Assess what you have Get feedback, ask peers, look at budget Who is responsible? Partnership between HR, manager & staff How will you measure success? Turnover Employee satisfaction Job knowledge

17. Why Build a LD Program? Employee Engagement – Investing in staff makes them feel valued (EVP) Retention – Reduce turnover, cost impact – Succession planning, career path Productivity – Staff perform better, bottom line impact Recruitment – Employers of choice offer strong LD programs

18. More Things to Think About Technology limitations & possibilities – Design, support, effectiveness Staff to manage programs – Partnering with managers Resources at your institution, from peers – Faculty, senior leaders, experts Sustainability – Resources to sustain, keeping it fresh

19. Hot Topics & Ideas Management/Leadership Training Presentation Skills/Communication Listening Skills Generations in the Workplace Managing Up Professional Conduct Finance for Non Profit Meeting/Email Management

20. Retention Toolkits Books: Shine: Using Brain Science to Get the best from your People Edward M. Hallowell, MD, Harvard Business Review Press 2011 Harvard Business Review Guide to Giving Effective Feedback Harvard Business Review, 2012

21. Retention Toolkits

22. Talent Analysis and Succession Planning

23. Compensation Assessment Where are you in the market? Market analysis or salary benchmarking Talk to peers/network Call a recruiter Look at your resources Alternative forms of compensation Staff survey

24. Positive Work Environment or Happy Staff Do you know what motivates your staff? Do you have a plan to meet their needs? Are you an employer of choice? Be prepared to be flexible Ask, Ask, Ask…

25. Love ‘Em or Lose ‘Em Culture Surveys Celebrate Staff Milestones A great boss Learning & Development Programs Recognition Programs Deal with poor performers Staff Affinity Groups Snacks, parties, fun, collegiality

26. Have Fun at Work

28. Building Across Teams: The Matrix Ability to lead a team of peers Build broad networks, external and internal Engage in beneficial partnerships Manage cross-cultural demands Foster communications Emotional control, including transcending self interest Cracking the Matrix Code, Haygroup www.haygroup.com

29. Partnerships Across Teams Invite people in Know what others do Ask questions Cross train, learn new skills Know others’ measures of success Add, don’t subtract Go to lunch, attend training, recognize a good job

30. Work Life Balance First things first Personally and professionally Individual activity Put things in perspective

31. Time Management Matrix I Crises Pressing problems Deadline-driven projects, meetings, preparations II Preparation Prevention Values clarification Planning Relationship building True recreation Empowerment III Interruptions, some phone calls Some mail/email, some reports Some meetings Many proximate, pressing matters Many popular activities IV Trivia, busywork Some phone calls Time wasters “Escape” activities Irrelevant mail/email Excessive social media UrgentNot Urgent Not Important Important

32. Time Management Matrix I Firefighting Reduce II Quality Time Increase III Distraction Manage IV Time Wasting Avoid UrgentNot Urgent Not Important Important

33. 8 Tips for Improving Effectiveness 1.Know what is important 2.Consciously plan your time 3.Choose how you communicate 4.Know when you are at your best 5.Make the most of 10 minutes 6.Review your plan regularly against the matrix and your goals

34. Eliminate Unimportant Activities Just Say No List

35. The Job Market Current trends Know the competition Know the market rate How do you compare?

36. Organizations & Fit Type Size Culture Your “Brand”

37. Nuts & Bolts Networking Informational Interviewing Your resume The job interview Appropriate follow up

38. …and don’t forget… Work life balance Demographics Managing change

39. Presenter Amy Bronson Executive Director, Recruitment & Professional Training Boston University, Office of Development & Alumni Relations 617-353-6298 abronson@bu.edu http://www.bu.edu/dar-talent/

40. Resources Donor Centered Leadership: What it takes to build a high performance fundraising team Penelope Burk Publisher: Cygnus Applied Research Inc, 2013 Effective Measures: The Return on Investing in Talent Management Edited by Jon Derek Croteau, Ed.D. Publisher: CASE, 2012 Love ‘Em or Lose ‘Em: Getting Good People to Stay 26 Engagement Strategies for Busy Managers Beverly Kay and Sharon Jordan-Evans Berrett-Koehler Publishers, Inc., 3 rd Ed. Managing Time and Energy: A Team Sport Karen E. Osborne, President, The Osborne Group, Inc. Multi Media File Publisher: CASE, 2008 Published: 2008 The People First Approach: A Guide to Recruiting, Developing and Retaining the Right People Jon Derek Croteau, Ed.D. Publisher: CASE, 2009 http:// www.humanresources.about.comwww.humanresources.about.com