Leaders in the social sector often lack structured development opportunities to equip them for the increasingly complex challenges they face.
In a 2014 McKinsey & Company survey of 200 U.S. social sector leaders, less than one-third rated themselves as strong in the most crucial areas of capability. This suggests a large leadership skills gap that affects the 1M nonprofit organizations in the U.S., and many others around the world.
While there are numerous sources of quality training, such as the Center for Creative Leadership or Common Purpose, many leaders cannot afford the time and money these may require.
So how else can you build your skills? Here are four actionable opportunities we’d recommend:
Because many social sector organizations are dealing with funding shortages, a key factor in selecting board members (or advisory board members) is often their ability to help generate funding. However, board members and advisors are often underutilized for their expertise and the mentorship opportunity their experience provides. .
Consider approaching a board member or advisor and establishing a regular cadence of coaching, perhaps every month or two. This may turn out to be the greatest value they can offer the organization. And don’t get discouraged if your first request receives a lukewarm response – it only takes one!
McKinsey estimates that U.S. foundations allocate around 1% of their grant funds for leadership development, an investment rate that significantly lags behind private sector investments.
However, there are recent trends of grantors and donors who are willing to invest in this area of organizational capacity. Thus, you could include leadership development as an explicit component of your grant or funding request, and add supporting detail of how it will help your organization increase its capability and position it for greater impact and sustainability over the long-term.
Keep in mind that leadership capability building extends beyond the Executive Director. Our survey also found that the sector lacks an adequate “bench” will the skills and experiences needed to step up as the Executive Director moves on or the organization grows.
Interacting with peers who are facing similar or related challenges can be very beneficial in developing as a leader. If an organization is stretched for time and resources, it may be tough for leaders to attend local events (such as those hosted by your local Net Impact chapter) .
Social service leaders can make networking a priority, and rather than feel guilty over not getting “real work” done, recognize that peer interaction and networking provides important benefits to the organization. This mindset could open you up to experience new and serendipitous connections.
It’s also important to take the relationship beyond an exchange of cards and a warm “hello” at an upcoming event. Imagine what might materialize if you and a few peers invest just a few hours over the course of a year in sharing ideas and serving as sounding boards for each other in tough times.
With the recent growth of new forms of online learning, an increasing number of quality educational experiences are becoming available, many of which are free of charge and funded by foundations and universities.
One example is the set of free courses starting later this month offered by Philanthropy University, a new initiative which aims to provide education to social sector leaders worldwide (I am teaching one of these courses, on the topic of organizational capacity).
There are also other sources, such as the leadership programs from +Acumen, and other individual courses. Look through these courses and find one to take; you might even connect with new peers as well.
Although there are many challenges, it is an exciting time to be a social sector leader. The opportunities to engage and excite others through social media and to share ideas across the sector are truly unprecedented.
When resources are tight and missions lofty, the quality of leadership has a larger potential impact. You can use the four approaches outlined here to relentlessly improve your leadership skills-- benefitting yourself, your cause, and society at large.
I hope you find these tips helpful, and thank you for the change you are trying make in the world.
Doug Scott is a Senior Expert in McKinsey & Company's Chicago office and Social Sector Practice, and led the revision of McKinsey's Organizational Capacity Assessment Tool (OCAT), used by thousands of funders and nonprofits. Doug is teaching a free course for the Philanthropy University initiative called Organizational Capacity: Assessment to Action, starting on September 29.