PAD 1700:

Philanthropy and the Nonprofit Sector

Week #6

Great Nonprofit Leadership: Skills, Abilities & Qualifiers

Weekly Class Format

6:15 6:30 Community Learning Team Regroup 6:30 7:30 Lecture 7:30 7:45 Break 7:45 8:45 Community Learning Team-Led Discussion 8:45 9:00 Class Recap 9:00 9:15 Community Learning Team Regroup

Session Recap:
World events have changed/created American nonprofits: o New causes for existing nonprofits o New nonprofits o Philanthropic endeavors o Volunteers workforces

In times of disaster, humans often set aside political, cultural, national, religious and class agendas to come to the aid of other humans in need.

Leadership:
an influence process

the ability to motivate others to do something, believe something or act a certain way.

Leadership Style:
the pattern of behaviors you use when you are trying to influence the behavior of others.

1. GREAT NONPROFIT LEADERS HAVE VISION

- able to articulate the future in clear simple language: An emphasis on what will be rather than what is. - be able to state concretely what success will look like and how their organization will get there.

2. GREAT NONPROFIT LEADERS POSSESS THE ABILITY TO MOTIVATE

- because nonprofits usually can't offer high salaries, there are other motivators. Simple but too often ignored motivators include: praise, appreciation and recognition. - teambuilding exercises are a great way to build enthusiasm and cooperation. - sometimes, motivating others means being clear about consequences of inappropriate behavior.

3. GREAT NONPROFIT LEADERS HAVE THE ABILITY TO EMPOWER OTHERS

- teach people how to accomplish a task - don't do it for them (even if you can do it faster or better) - tell people what you expect from them, give them the tools they need to succeed, and then get out of their way - learn to listen; nothing is more empowering than being heard

4. GREAT NONPROFIT LEADERS ARE TRUSTWORTHY

- exemplify integrity & honor and live your organizations mission - walk like you talk (role-model the behavior & attitudes you want followers to emulate - no one will follow a dishonest or unfair leader with enthusiasm. Actions do speak much louder than words!

5. GREAT NONPROFIT LEADERS TAKE RISKS

- innovative thinking is almost always unconventional
- attitude: the norm can be better
- allow/encourage

people to take risks

- not afraid to be unpopular

6. GREAT NONPROFIT LEADERS FOCUS & FOLLOW THROUGH.

- set priorities and do what you say you will - know how & when to delegate - measure effectiveness of results/outcomes

7. GREAT NONPROFIT LEADERS EXHIBIT KINDNESS & A SENSE OF HUMOR

- compassion & the ability to laugh at oneself demonstrates a degree of self-knowledge and is the easiest way to bring others along with you - be able to put the unexpected into perspective and know that humans are not perfect or machines - know that to belittle someone, one must first be little

8. GREAT NONPROFIT LEADERS EXHIBIT EMOTIONAL INTELLIGENCE (EI)

- identifying, using, understanding and managing emotions.

- empathy being able to read people & know what they want or need
- managing relationships without prejudice or bigotry especially with people who differ from you as a result of age, gender, race, ethnicity, religion, nationality, socio-economic circumstances and communication styles.

Emotional Intelligence Test

What's Your EQ?
Emotional intelligence (EI) refers to the ability to perceive, control, and evaluate emotions. Some researchers suggest that emotional intelligence can be learned and strengthened, while other claim it is an inborn characteristic. A number of testing instruments have been developed to measure emotional intelligence, although the content and approach of each test varies. The following quiz presents a mix of self-report and situational questions related to various aspects of emotional intelligence. What is your emotional intelligence quotient? Take the quiz to learn more.

Question: In my group of friends, I am generally aware of how each person feels about the other people in our social circle.
Strongly Agree Agree Disagree Strongly Disagree

Question: When I am upset, I can usually pinpoint exactly why I am distressed.

Strongly Agree Agree Disagree Strongly Disagree

Question: While there are some things that I would like to change, I generally like who I am.
Strongly Agree Agree Disagree Strongly Disagree

Question: When I make mistakes, I often berate and criticize myself and my abilities.
Strongly Agree Agree Disagree Strongly Disagree

Question: I feel uncomfortable in emotionally charged situations.

Strongly Agree Agree Disagree Strongly Disagree

Question: I tend to avoid confrontations. When I am involved in a confrontation, I become extremely anxious.
Strongly Agree Agree Disagree Strongly Disagree

Question: I am generally aloof and detached until I really get to know a person.
Strongly Agree Agree Disagree Strongly Disagree

Question: I tend to overreact to minor problems.

Strongly Agree Agree Disagree Strongly Disagree

Question: I feel confident about my own skills, talents, and abilities.

Strongly Agree Agree Disagree Strongly Disagree

Question: I would describe myself as a good judge of character.

Strongly Agree Agree Disagree Strongly Disagree

Question: When I am facing an unpleasant task, I tend to:

Strongly Agree Agree Disagree Strongly Disagree

Question: During a heated argument, I am more likely to:

Stop the fight and agree to a short break before resuming the discussion. Shut down and stop responding to the other person. Give in and apologize in order to quickly end the argument. Start insulting the other person.

Question: When making an important decision, I tend to:

Follow my instincts Rely on direction from other people Go with the easiest option Guess randomly

Question: Which of the following statements best describes you?

I have an easy time making friends and getting to know new people. I get along well with others, but I have to really get to know someone before they become a true friend. I find it difficult to meet people and make friends. I cannot make friends.

Question: You have invested a lot of time and energy into a project for one of your classes. While you feel confident about your work, your instructor gives you a C+ on the project. How do you deal with this situation?
Decide the class is stupid and stop putting forth your best efforts. Berate and criticize your own work. Confront the professor and ask for a better grade. Think about ways you could improve the project and apply these ideas to future schoolwork.

Question: One of your best friends has suffered a miscarriage. How do you respond?
Allow your friend to express her feelings and offer your support. Spend time with her, but avoid talking about her loss. Convince her to go out with some friends to get her mind off it. Give her some time to herself.

Question: One of your co-workers has a habit that annoys you. The problem seems to be getting worse each day. How do you respond?
Tell your co-worker what is bothering you. Make a complaint about the behavior to your supervisor. Talk about your coworker behind his back. Suffer in silence.

Question: You've been feeling stressed out at work and haven't finished projects as quickly as you should. When your boss suddenly assigns you another large project, how to you feel?
Anxious about getting all the work done. Overwhelmed by the task before you. Angry that your boss hasn't noticed how overworked you are. Depressed and sure that you can never finish it all.

What Does Your Score Mean?

People who score high on emotional intelligence tend to be skilled at interpreting, understanding, and acting upon emotions. They are adept at dealing with social or emotional conflicts, expressing their feelings, and dealing with emotional situations.

To Discover Your EQ Score:

Re-take the test @ http://psychology.about.com/library/quiz/bl_eq_quiz.htm

Student-led Discussion:
Philanthropy and Gender: Not Your Mothers Bake Sale
Team 4

Weekly Community Learning Team Led Discussions

Purpose: keep the class informed about events, trends and questions happening in real time in the world encourage critical thinking & discussion regarding how current events/trends are impacting "Philanthropy and the Nonprofit Sector." Format: Your group should be prepared to lead a presentation which: presents the facts as provided in the article; raises questions that inspire critical thinking about the information covered in your article stimulates discussion regarding how said events and trends might impact other nonprofits or philanthropy in general. If the information provided in the article impacts the work that members of your team are doing in your respective workplaces, it would be most appropriate to interject this information into your presentations.

Weekly Community Learning Team Led Discussions

Format (continued) Approach this assignment as if you've been asked to broach the subject matter with your colleagues in the workplace or at a professional conference. Your team's presentation should be about 15-20 minutes in length, during which you want to do three (3) things: lay the foundation for your topic; deepen and apply understanding as to the subject relates to philanthropy and the non-profit sector in general and with specific organizations (including those you are or have been affiliated) reflect and assess the information you are presenting.

Because all members of the class are required to read the article regardless of whether or not you are leading the discussion, the presenting team should be prepared to pose 2-3 questions that will generate discussion in which everyone can participate. Your presentations will be preceded by a lecture on a general topic and following your presentation, all students will have an opportunity to discuss how information shared in the lecture ties into information shared in your presentation.