Sign up for Sector Connector
Login / Logout Link
Young team

Leadership Takes Many Forms

The Casey Executive Coaching Leader as Coach Program is a developmental program for nonprofit leaders focused on building inclusive leadership practices and practical coaching skills. A leader-as-coach approach helps leaders, as well as staff, to develop to their highest potential.

In a unique partnership, Volunteer Alberta was given a spot in the program at a reduced cost in exchange for sharing the program with others. Our Serving Communities Internship Program (SCiP) Coordinator, Tim Henderson, signed up for the program to develop his mentorship style. Tim found the concepts, theories, and techniques, introduced by Melissa Casey, helped him to understand what kind of leader he is and how he can use his skills to better help others.

We asked Tim what he learned from the course. If you choose to take the Leader as Coach Program you may learn something similar, or you may focus on your own learning goals instead!


VA: What did you experience from the course?

TH: It was fascinating to hear from the other participants in the group and get a sense of the roles they play in their own organizations. We discussed what leadership meant to each of us and found each person in the group had completely different strengths and weaknesses. What was interesting to see was how those traits shaped their respective leadership styles.

Hearing the stories of others helped me appreciate my own strengths, but they also helped me understand the steps I can take to improve my weaknesses and become a better leader.

Throughout the program we were given a number of opportunities to practice ‘active listening’ in both one-on-one and group scenarios. This type of listening helped us build trust amongst ourselves and ended up paving the way for more fruitful conversations as the course progressed.

VA: What did you take away from the course overall?

TH: Overall, I learned that leadership takes many forms. Every personality is different, but through active listening, anyone can provide leadership in their organization. We all have something different to bring to the table and, if given the tools, we are all capable of stepping into leadership. Through this program, Melissa (our host), provided these tools. Coming back to my organization after finishing the course, I found that I was able to connect and communicate with my colleagues more effectively.


Leader as Coach is designed for the nonprofit sector. Continuous learning and development supports positive change in ourselves and our work. Implementing change in our lives, work, and organizations can be challenging, so we get excited about opportunities that build in time to have practical hands-on experience and provide transformative leadership learning! Tim would recommend this course for anyone who is looking for personal or professional development related to leadership.

Do you want to sign up for Leader as Coach? Register to participate in the fall session beginning in October. This program is offered in both Calgary and Edmonton. Find out more about this program on the Casey Executive Coaching website.

william-bout-264826

Becoming a 21st Century Nonprofit

In the 21st century, nonprofits are under increased scrutiny and competition. It might feel like you are facing off against other charitable organizations – for funding, for volunteers, and even for clients who utilize similar programs and services. So what can you do to make your nonprofit stand out? How can your organization be successful in the 21st century?

Below are the top four traits of successful nonprofits who are embracing the changes, challenges, and opportunities of the 21st century:

1. They engage in collaborative relationships:

To thrive, nonprofits need relationships. They must connect and collaborate with other nonprofits, as well as work across sectors – with government and business.

Collaboration offers the opportunity to better understand our work and our sector. We can see the areas that need improvement, the gaps in service delivery, and the potential avenues for partnership when we look at the big picture.

Understanding that everyone, regardless of their background, has ideas and perspectives to bring to the table is the first step to engaging in collaborative relationships.

Organizations open to collaboration with other like-minded organizations create meaningful workspaces and deep, systemic change in their communities!

 

2. They build trust:

Organizations are more likely to be trusted by their stakeholders when they are well connected and communicate clearly. So how can your organization build trust for those they serve, engage, and work with?

A consistent brand:

Organizations with integrity are consistent – in their marketing, in their words, and by living up to the expectations of their clients, stakeholders, funders, volunteers, staff, and community. They have a strong sense of vision and purpose. They are unified and the entire organization both believes in and works to support the overall goals.

In understanding their brand and their role, these nonprofits are better able to actively promote their organization and work with other organizations to maximize shared goals.

Having a consistent brand makes a stronger organization.

They know their audiences:

Part of building a successful brand is knowing your audience. Your brand is democratic – it isn’t just chosen by your organization, but also by your funders, donors, clients, volunteers, and other supporters. Organizations will build more trust when they communicate with each of these audiences in a responsive, understanding, and connected way.

Awareness and engagement build relationships and support

 

3. They are innovative and purpose-driven:

Organizations that invest in branding, building trust, and being open to collaboration exude a sense of purpose and relentless innovation. Purpose-driven organizations don’t wait for opportunities to fall into their lap – they seek out opportunities for growth. They tap into the latent energy of the organization and encourage others to be passionate and purposeful.

Employee engagement is key to success! An employee is engaged when they believe in the overall purpose of an organization. They will strive for success and will be passionate about meeting goals.

 

4. They support a passion for growth:

Part of being a purpose-driven organization is not pigeon-holing your staff. Employees are highly skilled and have a variety of interests. Development – personal and professional – is key to overall success because it taps into staffs’ passions and drives.

Employees in the nonprofit sector want to make a difference and are passionate about their work, but the sector experiences high turnover. It is easy for staff to burnout from heavy workloads, move onto higher paying jobs, or seek out workplaces with better benefits.

One way to keep employees engaged throughout their career is to invest in professional development. Encourage staff to pursue their interests and learn a new skillset – their professional and personal development will bring passion and purpose to their work. Staff will be more likely to be engaged, contribute, and stay with your organization.

 

What are some other characteristics of successful 21st century nonprofits? What is your organization doing already? Let us know in the comments!

Daniela Seiferling
Volunteer Alberta

Sunset wheat

Supporting Innovation in Rural Alberta

Last year, Volunteer Alberta’s Managing Director, Annand Ollivierre, started a new, additional role as Journeyman Partner at Alberta Social Innovation Connect (ABSI Connect). The inaugural role was created as part of a new project which engages champions working full-time in Alberta organizations.

Bringing together the work of Volunteer Alberta and ABSI Connect, Annand is working to reveal, engage, and support the social innovation capacity in Alberta with a unique focus on rural communities.

In this blog post, originally posted on ABSI Connect on December 15, 2016, Annand shares how he developed an interest in supporting rural communities in exploring new, innovative possibilities and his hopes for his new role:


In my early years at Volunteer Alberta (I’ve been here for over 5 years now), I spent part of my time presenting on volunteerism statistics. I would speak to nonprofit sector leaders about the volunteerism rates by age and demographic and the reasons why people volunteer and why they don’t. The whole purpose was to provide people with information that challenges assumptions and inspires new actions.

After one of these presentations, in a smaller rural community, a couple of participants approached me, thanked me and then proceeded to let me know that as valuable as the presentation was, they did not see how the information applied to their experience or how it was going to help them.

These community members were worried because it had become increasingly difficult to engage their neighbours, especially in volunteer opportunities. From their perspective, youth and young families were not volunteering, traditional institutions were losing funding, the volunteer base in the community was aging, and no matter what strategies these community members applied, nothing changed.

I empathized with their challenges, but, at the time, I did not have anything of value to offer them that would make a difference.

I returned to the office confused and concerned. I was confused as to why we were presenting information to communities that seemed to make no difference in reality and I was concerned that communities were asking for something that I did not have.  It was at that moment that I started on a journey to explore and unearth the root causes of volunteerism and engagement challenges facing rural communities. This has lead me down a number of paths and shaped a lot of my work over the years — and it continues to shape me.

One of the things I’ve learned is that there are limiting mindsets/paradigms/ways of thinking that pull the levers of what is possible in community. They are often hidden from our view, in the back of our minds and hearts, yet inform us all at the same time. It is often called ‘the status quo,’ but is more accurately the operating assumptions we don’t think to challenge; the established way that doesn’t have to be the only way.

Where communities are stuck or struggling, our operating assumptions are often an unchallenged stumbling block to change.  I’ve learned that there are effective approaches to disrupt and disconnect from our set mindsets and that transforming community with new perspectives and mindsets can make all the difference.

I am excited to be joining ABSI Connect as the first Journeyman Partner. I am privileged to be embarking on an adventure to surface, advance and grow the Alberta social innovation ecosystem by bringing in the perspective of rural Alberta.

I will be connecting with community and organizational leaders from Alberta’s diverse communities who are challenging, reshaping and transforming their communities. There are leaders throughout Alberta who are champions for mindsets and actions that are renewing and transforming communities. By illuminating the ways Albertans are addressing the complex challenges faced by rural communities, I hope to uncover unique patterns and approaches to amplify, expand our collective perspective on social innovation in the province and intentionally connect leaders across the province.

I look forward to meeting you!

Annand Ollivierre
ABSI Connect and Volunteer Alberta

crop

Why do your staff show up? Staff motivations, needs, and priorities

I recently attended a two-part mindfulness-based counselling workshop: Working with Couples from a Hakomi Perspective, offered by Hakomi Edmonton.

While this may not sound like it would directly connect to work at Volunteer Alberta, I was curious how this mindfulness approach to interpersonal relationships might relate to nonprofit staff management and brought back some insights to share with our staff.

How can staff find connection, security, and freedom at work?

triangleOne of the tools we looked at during the workshop is the Connectedness-Security-Freedom balance. In couples’ counselling, it’s helpful to explore what connectedness, security, and freedom in a relationship look like to each person, and what each person tends to value the most.

This relationship lens can be applied to nonprofit staff.

We all assess how well our jobs meet our needs based on factors like income, interest, passion, benefits, flexibility, location, colleagues, workplace culture, and so on. Some of these things are more important than others, based on who we are and the current demands of our lives.

What do these needs and priorities look like in the workplace?

Connectedness – Feeling connected to our work might include our passion, motivation, or investment in a cause or project. It could also mean strong relationships with our colleagues or clients.

Security – Job security, income, benefits, and opportunities for advancement  all provide security. But there are other subtle ways our jobs offer us security, like friendly and supportive workplace culture, or good reputations in our communities.

Freedom – Having freedom at work might mean pursuing projects that interest us, or having input at decision-making tables. It can also include flexibility, vacation time, and even succession planning to make it less difficult to move on from our jobs when the time comes.

Reminder: staff will relate to the Connectedness-Security-Freedom balance differently

  • Staff will define connectedness, security, and freedom differently
  • Staff will rank the importance and priority of each differently
  • Staff communicate their needs and priorities differently
  • Staff react differently when they aren’t getting what they need at work

What might this look like at your organization?

happy-hipster

A staff member who puts freedom first might jump at the chance to guide a new project or start a social enterprise for your organization. They might also be happy to forego the security of higher pay for more vacation time or flexibility.

A staff member who puts security before connectedness might be okay working on something they aren’t passionate about as long as the job is a full-time, permanent position.

On the other hand, someone who values connectedness over security might speak from their heart about an issue they are passionate about in staff meetings, even if doing so could put their job security at risk.

If the Connectedness-Security-Freedom balance aligns with nonprofit staff management, now what?

The Connectedness-Security-Freedom balance is a powerful tool to begin to get to know what motivates different staff so that you can meet their needs and support their success.

There isn’t a cookie cutter solution for how to motivate your staff to do their best. It typically isn’t possible to recruit or retain every person with the same perks and benefits, so knowing what staff members value is useful when you have limited resources.

Questions you might ask include:

Is a staff member more motivated by taking control of a project, or are they happy to work on what you give them as long as they can count on consistency?

Would they prefer a better benefits package, or the ability to work from home?

2-attrib-wocintechFor team members, it can also be helpful to understand what is important to your colleagues. Knowing where people are coming from and acknowledging differences can go a long way in combatting assumptions, confusion, and frustration.

With this tool, your staffs’ motivations may be becoming more clear to you. What questions would you still like to ask the people you work with?

Think of how you could apply the Connectedness-Security-Freedom balance in year-end staff reviews or in your hiring process. Let us know your thoughts in the comments!

Sam Kriviak
Volunteer Alberta

Save

Save

cci2016_banner-twitter

Guest Post: The Art of Disruption – A Reflection

This post originally appeared on the Tamarack Institute blog on July 25, 2016.

Join Tamarack in Toronto this September for the Community Change Institute!


Last week, Tamarack’s Liz Weaver and Paul Born hosted a webinar on Community Change: The Art of Disruption as part of a Community Change Webinar Series. In this conversation Liz and Paul discussed some emerging ideas and strategies that are disrupting how some communities today are responding to the complex issues that they face.

There were quite a few ideas that emerged from this conversation, but three in particular stood out to me:

Number 1 | The Power of Connection

Number 2 | The Power of the People

Number 3 | The Power of the BIG 5

The Power of Connection

Liz began the conversation with the acknowledgment that in today’s society people seem to be so connected, yet so disconnected at the same time. We see this in everyday life – we are constantly connected and dialed in to one another’s lives via Text, Facebook, Twitter, Instagram, Snapchat and the list goes on and on. But at times it feels that despite this constant online connection, many people are experiencing less and less real-life, meaningful face-to-face interaction.Diverse_Hands.jpg

The same could be said of the many organizations that are working tirelessly to create real, meaningful change in our communities and across the globe. Thanks to technology we see change-makers across the globe praising one another’s work, sharing their successes and supporting one another – we also see the criticism, the analysis of each other’s failures and at times, outright competition. Within the realm of community change, individuals and organizations alike are so much more aware of what other organizations are doing and what is happening in other communities, but we are not as involved or connected as we could be. Change-makers are often so disconnected in their work and when they do connect it is often very surface-level.

During the webinar, Liz reminded us that there are so many wonderful organizations doing incredible work but many are not achieving the big-scale change that they so desire. When you look at groups that are creating real traction in their communities you notice that there is something different going on and I think the answer circles back to this idea of connection.

To create real change, both in our individual lives and within our communities we need to connect – real-life, meaningful face-to-face interaction. We need to completely disrupt the ways that we have existed and worked within the realm of community change thus far and do something different.

The Power of the People

A second aha moment that came from this recent webinar was in regards to the power of the people. As Paul explored ideas of community change and disruption he was simply overflowing with the possibilities of people. Paul reflected on the ways in which Canadian citizens have completely stepped up when it comes to positive community change, citing the example of many Canadian citizens’ support of Syrian refugees. He also mentioned incredible examples of leadership happening in the realm of poverty reduction in cities like Toronto and Edmonton. We are beginning to see a huge shift in social responsibility – where people and their cities are no longer waiting for big governments to step in and take action, but rather the people and the cities themselves are becoming the leaders in large-scale social change.

Protest-1.jpgWe are in a wonderful time where it seems people are no longer waiting on the world to change – they are creating that change. They have decided to throw out the rule book and write their own. This is disruption at it’s finest.

Citizens want to be involved, so let’s involve them. Citizens want to be engaged, so let’s engage them. Paul reminds us that within the realm of community change it is our responsibility and our privilege to truly and deeply engage the people within our communities who are outside our organizations. There is definitely something to be said about the power of the people and their ability to disrupt and impact real change.

The Power of the BIG 5

During the webinar, Liz and Paul also touch on Tamarack’s five BIG ideas for making significant change:5.png

  1. Collective Impact
  2. Community Engagement
  3. Collaborative Leadership
  4. Community Development and Innovation
  5. Evaluating Community Impact

Our Idea Areas are key principles and techniques that help community leaders to realize the change they want to see. It doesn’t matter what issue you are facing – whether you are tackling poverty reduction, dealing with food access issues, wanting to improve health or trying to deepen the sense of community in your city – the thinking around these five areas and the application of the guiding techniques will help you to achieve impact.

The question we must ask ourselves is this: How do we use these five BIG ideas to create positive disruption within the realm of community change? And what does the future of these five key idea areas look like?

Collective Impact

Liz talks about the future of Collective Impact – Collective Impact 3.0 if you will – and the emphasis on evolving from a shared-agenda, to a community-wide agenda. In order to create real, disruptive change the goals of a Collective Impact initiative must be owned by the entire community, not just the folks doing the ground work.

*Liz and Mark Cabaj will be hosting a webinar on Collective Impact 3.0 – Register now! They will also be writing a paper on Collective Impact 3.0 so keep your eyes open for this!

Community Engagement

In our cities and communities, a new generation of community engagement is emerging. People want to be engaged in decisions, they want to work together and they want better outcomes for themselves and their neighbours.

Paul talks about how he used to look at community engagement in three stages: inform, consult, and involve. But over the years has discovered that we can no longer separate these three pieces, we must inform, consult and involve in one stride. Engaging citizens in every stage is a critical component of any work that will impact community in any way.

Collaborative Leadership

In the conversation about Collaborative Leadership a listener asked the following question How can we better engage business in Collective Impact initiatives?” To which Liz responded that there are business leaders “with heart.” The more important question, Liz suggests, is how do we engage those business leaders who have heart and how do we connect them with community change?

Liz suggests that the best tactic to address this issue is to:

  1. Do your homework
  2. Find the right fit and engage in real conversations (remember that thing I said about connection? It works – we promise;))
  3. Don’t stress about the “no” – focus on the positive outcomes

The future of collaborative leadership is a future with positive, cross-sectoral relationships that disrupt the current boundaries set in place.

Community Innovation

In their conversation, Liz and Paul stress that positive disruption can come at a systems level but also at the level of community programming. Often times innovation is happening right on the ground, centred within a community. This is the type of innovation that is key to real community change and this is the type of innovation that should be shared.

This is the kind of work that we want to highlight at Tamarack – both at the Community Change Institute this fall but also in our everyday work.

Evaluation

Liz says “evaluation is key but what can we do about learning and sense-making amidst evaluation?” – It’s time to take evaluation to the next level. We need to begin to think about what we can truly learn from the evaluation process and results and really make sense of what is discovered.

For me, the Art of Disruption is about engaged people and organizations rising up, breaking through boundaries and working together in new ways. The Art of Disruption requires flexibility and encourages the evolution and adaptation of perspective and practice.

I recently attended a one-day event with Paul Born in London, Ontario and at one point he jokingly began to sing a song that I feel sums up the Art of Disruption beautifully…

“The more we get together, together, together – the more we get together the happier we will be!”

 Continue Learning: 

Happy Learning!

Sienna Jae Taylor
Tamarack Institute

Not-for-profit Web Consulting & Digital Marketing by Adster Creative