Organizational Resiliency in This Crucible Moment

I am currently working with two colleagues from the cultural and heritage fields to think and write about organizational resiliency in times of upheaval and ambiguity. We believe resiliency in this crucible moment requires, first and foremost, nonprofit organizations activate equity and inclusion by embracing it as central to all their internal and external work. It begins when organizations commit the time to examine their own historical roots and practices as a critical step to ensure they “live” their most meaningful missions, visions, and values.

Resiliency requires many organizations also renegotiate what it means to be valuable to their communities. The traditional idea of “value” has changed and is changing, and recognizing the extent to what our communities really value is key to being wanted, needed, and, thus relevant.

All organizations must retool their financial mindsets, taking a hard look at their current financial realities and realigning the costs of doing business with greatest community impact. And finally, resiliency is gained by advancing agile leadership – and by that we mean creating equitable and inclusive organizational cultures, recasting structures for greatest impact, and maintaining learning cultures within organizations that foster agile, resilient mindsets among staff, board, and volunteers.

Chaos and uncertainty aren’t going to go away. In fact, it’s quite likely they will accelerate. Working toward the goals of activating equity and inclusion, renegotiating community value, reimagining impactful role, retooling financial mindset, and advancing agile leadership will expand every organization’s capacity to not only survive chaos and uncertainty, but emerge more centered in its place in its community ecosystem.

Stay tuned.

Image: Anthill Magazine

Back in the Saddle

MY LAST POST WAS NOVEMBER 2012, A LIGHT YEAR AWAY it seems, that marked the beginning of a long push toward completing a manuscript on history museum leadership with my co-author, Joan Baldwin. We finally submitted 350+ pages to our editor at Rowman & Littlefield this week. If all goes well, we expect the book to be available in early 2014. It's taken us two years to get to this point, so six more months or so of revision and production don't seem too long to wait until we can hold the final product in our hands (and you can, too!). The project put a lot of things on hold, including this blog. I'm glad to be back writing about intentional leadership -- leading by design -- for nonprofit boards and staffs. Certainly, my thoughts are now informed by the forthcoming book, in which Joan and I posit that nonprofits need to focus resources on leadership, not just management. Most cultural nonprofits are at a crossroad, as is the sector in general, where nothing is qu

Change for Your Board in 2010: A Polling Update

WE'RE A DAY INTO MY LAST POLL (SEE RIGHT) AND the responses are clustering in two areas: 1) removing dead wood from the board and 2) using better/different tools to make decisions/evaluate performance. There are still six days left for your colleagues to cast their vote! In the meantime, those of you who are in need of tools for decision-making might want to check my posts on taking stock here , here and here .

Three Most Important Nonprofit Executive Director Soft Skills

If you were asked to narrow down the list of executive director qualifications to the three most important, which ones would you identify? Would the list consist of soft skills, hard skills, or some combination? Would your list be based on the great ED you are or one you've worked for, or would it be your wish list for the ED you haven't been fortunate yet to work for? This was an assignment in my recent online class in leadership and administration for the American Association for State and Local History . I asked the class to review three-five advertisements for museum directors and analyze what these listings intimated about the organization’s past experience, current focus and goals, and future aspirations. Then, I asked the class to identify what they consider to be the three most important qualifications they would look for in a director. (Okay, so there's more than three if you dissect my three big groups.) Soft skills outnumbered hard skills, although

Leading by Design

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