Earlier this year Angee reached out to me to see if the Toronto stop of our seminar would be timely professional development opportunity for her. After the exchange of some messages, I managed to convince her to register; and I was delighted to hear that she very much appreciated her experience. In this podcast conversation, Angee shares that the three lanes framework afforded her a resource for aligning her board with a shared understanding of how fundraising really works. Also, as is always my hope, the concepts have become her own; and she has found ways to interpret them through the lens of her own experiences as a runner.
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I have really enjoyed getting to know Kelly and the team at OneCause this fall and I am looking forward to partnering with them in the new year. Their recent Social Fundraisers study hit my radar, and I asked Kelly to give our listeners an update on what they uncovered about peer-to-peer fundraising.
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This is the very last episode of our special Thanksgiving series on leadership transition in the nonprofit sector; and I was more than eager to reconvene my conversation with Liz who, some might recall, was among those who helped us launch the podcast 18 months ago. Liz kicked off our conversation with the notion that leadership is much less about any particular position we might be holding at the time and far more about the posture we maintain throughout the process. This insight resonates with several guests who have similarly suggested that while aspiring to leadership is admirable, always leading is a preferable way to learn and grow.
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It’s not often that I have the pleasure of following up a podcast recording with an on-site tour; however, my recent business in Indianapolis afforded me just such an opportunity. Janice is the retiring ED at The Indiana Milkbank, and she was more than happy to share her transition experience as part of our Thanksgiving series about leadership transition in the nonprofit sector.
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I always enjoy a conversation with someone who is thoughtful, has a great sense of humor, and is quick to share what they have learned from their past mistakes. My recent conversation with Noah was a continuation of our Thanksgiving series about leadership transition, and his insights did not disappoint.
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I was especially grateful for Rachel’s willingness to share her experience as someone who has been overlooked for a leadership position that she felt she was prepared for. While she admits that she was anxious, looking for a new challenge, and certainly aware of the fact that she had things to learn, she feels it was the outgoing CEO’s desire for control and unwillingness to let go that interfered with her opportunity.
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My conversation with Paige raises the question of how aware we are of the backdrop that informs those we work with. Whether we are talking about generational differences, gender roles, or a host of other distinctions that make each of us unique, it is important in today’s marketplace that we pay close attention. It was evident that Paige has payed close attention to those who have gone before her, observed how they managed to do their job well, and made note of the strengths that she wants to to be admired for when the time comes for her to “graduate” to another phase in life.
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Much of my conversation with Jonathan was reminiscent of my own experiences with a founder who struggled to let go and, as a result, made it especially difficult for me and others to mature in our respective leadership roles. Jon and I have both experienced first-hand what’s it like to assume leadership from someone who is very resistant to letting go. Just as I recall from our first conversation, Jonathan once again shared very thoughtful insights into how an organization can best prepare itself for leadership change. I shared my appreciation for the process that was required of our local parish and how we readied ourselves for a new rector.
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