Amex Report Emerging Leadership
Transcript of Amex Report Emerging Leadership
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Leadership Academy
Emerging Leadership inNonproit Organizations:
Myths, Meaning, and Motivations
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Executive Summary 3
Introduction 4
PurposeofThisReport 6The Context o Nonproft Organizations: Opportunities and Challenges 7
ChangingTechnologies 7
DiverseStakeholders 8
MeasuringImpact 9
CombiningEffort 10
LackingHumanResourceSupport 10
Work-LifeFitExpectations 12
BlurringBoundaries 12
NeedforDevelopment 12
Nonproft Workorce 13
MotivationandPaySatisfaction 13
TheImportanceofImpact 14
Turnover 14
Learning 15
StructureandFlexibility 16
Recommendations 17
FosterLearningandBuildTalentatAllOrganizationalLevels 18
FosterLearningandBuildTalentintheSector 21
AdapttoChangingWorkandWorkplaceExpectations 23
Measure,Communicate,andConnecttoImpact 25
Recommendations or Future Research 27
Reerences 28
Biographic Inormation about Authors 29
Appendix: Methods Overviews 33
WorldLeadershipSurvey 33
AppreciativeInterview 34
FocusGroups 35
TABLE OF CONTENTS
To cite from this report, please use the following ci tation:
KellyM.Hannum,JenniferDeal,LizLivingstonHoward,LinshuangLu,MarianN.Ruderman,Sarah
Stawiski,NancieZane,andRickPrice(2011).Emerging Leadership in Nonproft Organizations: Myths,
Meaning, and Motivations.(Greensboro,NC:CenterforCreativeLeadership).
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EXECUTIVE SUMMARY
Since2008,theAmericanExpressNonprotLeadershipAcademyhasbeendevelopingemergingleaders
inthenonprotsector.In2010,AmericanExpressandtheCenterforCreativeLeadershipembarkedon
aresearchefforttoadvancetheunderstandingof,andtopromoteexcellenceintheeldof,nonprot
leadershipbyfocusingontheneedsofemergingleaders.Twointerlinkedresearchprojectswereconducted.Surveyandnarrativedataweregatheredfromcurrentandemergingnonprotleaders.Belowarethecritical
themesfromthiswork.
•Overall,individualsateverylevelfeelasenseofpurposeintheworktheydo.However,individualsat
lowerlevelsaremoreconcernedaboutpaythanarethoseathigherlevels.
•Fewerindividualsarewillingtotakeitonfaiththattheyaremakingapositivedifference;theywant
tangibleevidenceofthedifferencetheyandtheirorganizationsaremaking.
•Individualsmaybemoremarriedtoacausethantheyaretoanorganization.Thenewworkforceis
willingtochangeorganizationsiftheydonotbelievetheyarehavinganimpact.
•Clearorganizationalstructuresandhierarchyareseenasusefultotheextentthattheycontributeto
development,careerprogression,learningopportunities,andregularfeedback.However,whenstructure
andhierarchycreatedobstaclestodoingtheworkorweretooinexibletoallowforwork/lifebalance
accommodationsorinhibitedcreativity,structureandhierarchywereviewednegatively.
•Individualsmaybemorewillingtostaywithanorganizationiftherearelearninganddevelopment
opportunities;or,conversely,toleaveiflearninganddevelopmentopportunitiesarenotprioritized
bytheorganizationanditsleaders.
•Weneedtoexpandhowwethinkabouttalentdevelopmentandutilizationtoincludeasectorial
perspectiveandndwaystosupportitatthatlevel.
•Withtheincreaseinmobiletechnologyuse(suchassmartphones)thelinesbetweenworktime
andpersonaltimeareoftenblurry.Individuals,particularlyyoungerworkers,increasinglyhavethe
desiretochoosehowtheymanagetheboundariesbetweenworkandnonworkroles,relationships,
andresponsibilities.
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Nonprotorganizationsseektocreatepublicgood.Theyfostercommunityengagementandcivic
participation.Theyrespondtocommunityneedsthatmaynotalwaysrepresentafor-protmarket
opportunityandmaynotbebestservedthroughafor-protapproach.Asweareincreasinglyinterconnected
andseektotacklesharedchallenges,nonprotorganizationsplayanimportantroleinoursocietyandastheneedforthatroleisgrowing,so,too,isthesector.Accordingtoa2009report(Wing,Roeger,&Pollak)
between1997and2007thenumberofregisterednonprotorganizationsgrewby30percentandreporting
nonprotsgrewby60percent.
Muchhasbeenwrittenaboutnonprotleaders.Toshareabitaboutourperspective,wewanttoanswer
twoseeminglysimplequestions:whatisleadershipandwhoareleaders?Theeldofleadershipcontains
anabundanceofleadershipdenitions;almostallofthemaretrue,tosomeextentandinsomecontexts.
Leadershipisnotproducedbyaperson;itissomethingpeoplecreatetogether.Forourpurposeswedene
leadershipastherolesandprocesses“thatfacilitatesettingdirection,creatingalignment,andmaintaining
commitmentingroupsofpeoplewhosharecommonwork(VanVelsor,McCauley,&Ruberman,2010,p.2).
Inshort,leadershipresultsindirection,alignment,andcommitment.Ourrmbeliefisthateveryoneengages
inleadershipatsomepointintimeand,therefore,everyonehasthepotentialtobealeader.Leadersmay
operatefromformalleadershiproles(forexample,anExecutiveDirectorofanonprotorganization)or
informalroles(forexample,acommunityvolunteerwhoiswidelydependedonforadviceandsupport).The
phrase“commonwork”isusedasawaytodenethefocusofwhereleadershiphappens.Itmayormaynot
bewithinthesameorganizationorthesamecommunity.Commonworkcouldbeaspecicprojectwitha
short-termclearlydenedgoalorsomethingmoreexpansive,likeimprovingglobalwateraccessandquality.
Theprocessesbywhichdirectionisset,alignmentcreated,andcommitmentmaintainedcanlookvery
differentdependingoncontext.Theprocessesmaybehierarchicaloruidand,insomecases,theremaybe
verylittleagreementabouthowleadershipshouldbeenacted.
In2010,AmericanExpressandtheCenterforCreativeLeadershipembarkedonaresearchefforttoadvance
theunderstandingof,andtopromoteexcellenceintheeldof,nonprotleadershipbyfocusingontheneeds
ofemergingleaders.OurorganizationshostedaresearchsymposiumonNovember5,2010,attheAmerican
ExpressheadquartersinNewYorkCity.Thegoalsofthesymposiumweretobetterunderstandissues
affectingthegrowthanddevelopmentofemergingleadersinthenonprotsectorandtodeterminewhat
additionalresearchwouldhelpthesectortonavigatethechallengesahead.Thegroupdiscussedthecurrentstateofandchallengesfacingnonprotleadersinordertoidentifycriticalareaswheremoreinformation
wouldbemosthelpful.The specifc questions addressed included:
• Howareemergingleadersdened?
• Whatarethecriticalcontextualissuesthataffectemergingleadershipinnonprots?
• Howareemergingleadersbeingidentiedforleadershipopportunities?
• Whatiscurrentlyavailablefordevelopingtheleadershipskillsoftheseemergingleaders?
• Whatgapsexistinsupportingthesuccessofthisnewleadership?
INTRODUCTION
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Thegroupinitiallysoughttodeneemergingleadersandfoundthetaskmoredifcultthanimagined.
Emergingleadersdoesnotnecessarilymeanyoungleadersorleadersfromaspecicgeneration.
The group fnally determined that the ollowing characteristics best defned emerging leaders in nonprofts
•Workinginanonprotorganization
•5-15yearsofexperienceinthenonprotsector(thoughwealsorecognizethatleaderswithsignicant
experienceinothersectorsmaytransferintothenonprotsectorandtheywouldalsobeseenasemerging
leaders);andtheremaybeyoungpeoplewhofoundnewnonprotswhoareboth“emergingleaders”by
agebut“leaders”byposition/role)
•Potentialforassuminghigherlevelsofleadershipresponsibility
•Desireforassumingformalleadershiproles
•Demonstratedcommitmenttothenonproteld/socialimpact[thiscommitmentcouldbetoa speciccause(e.g.,breastcancertreatment),ageneralcause(e.g.,healthaccess),ageographic
area(e.g.,NewYorkstate),etc.].
Asaresultofourdiscussion,twointerlinkedresearchprojectswereconceived.Intherstproject,the
WorldLeadershipSurvey(WLS)wasadministeredtononprotleadersandcombinedwithdataalready
gatheredfromfor-protleaders.Thesurveygathersinformationontrendsinleadership,aswellasissues
thatleadershavetodealwitheverydaysuchaswhatemployeeswantintheirleaders,trustandethicsin
effectiveorganizations,employeeengagementandretention,generationaldifferences,andattitudesabout
work.Thesedataareusedtopinpointtheprimaryissuesfacingnonprotleaderstoday.Becauseofthesizeofthedatabase,wealsoexaminedifferencesinexperiencesandexpectationsamonggenerationalcohorts
ofleadersandcompareresponsesfromnonprotleaderswiththosefromfor-protleaders.Thesecond
researchprojectusednarrativeapproachestogatherleaders’perspectives,intheirownwords,abouttheir
experiencesandexpectations.Combiningthesedatasourcesandexaminingtheminthecontextofother
researchshedslightonemergingleadershipchallenges,inordertoidentifypracticalrecommendations.
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GENERATIONS DEFINED
SilentGeneration Born1925-1945
EarlyBoomers Born1946-1953
LateBoomers Born1954-1963
GenerationXers Born1964-1980
Millennials Born1981-2000
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Purpose o This ReportThisreportcontributestotheunderstandingof,andconversationabout,howtodevelopemergingleadersin
thenonprotsector.Itisamultifacetedundertaking.Leadershipandleadershipdevelopmentcanoccurin
smallways,butiftheintentisforthenonprotsectortoachievegreatercollectiveimpact(andwebelieve
thatitis),thereismuchworktobedoneprimarilybecauseofthegrowthofthesectorandthecomplexityof
challengesaddressed.Thegoodnewsisthatweseeshiftstakingplacethatpositionthesectorforgreater
impact,thoughwearenotblindtothesignicantchallengesfacingthesector.
Wehavewrittenthisreporttobeaccessibletomultipleaudiences.Whilethisreportisinformedbyresearch,
wedidnotsetouttowritearesearchreport.Weidentiedthecriticalstakeholdergroupsthatwethought
wereessentialtoincludeinaconversationaboutdevelopingandsupportingeffectiveleadershipinthe
nonprotsector.This report is intended to speak to these multiple audiences, including:
•CurrentNonprotLeadership(includingExecutiveDirectors,Boards,etc.);
•EmergingNonprotLeaders;
•ProvidersofLeadershipDevelopmentforNonprotOrganizations;
•FundersofNonprotOrganizations.
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Thenonprotsectorisextremelydiverseintermsoftheorganizationsitencompassesandtheworkit
undertakes.Somenonprotorganizationsarebrandnew;somehavebeenaroundfordecades.
TheNationalCenterforCharitableStatisticsdevelopedtheNationalTaxonomyofExemptEntitiesCore
Codesclassicationsystemwhichdividesnonprotorganizationsinto26majorgroupsunder10broadcategories(includingArt,CultureandtheHumanities,Education,EnvironmentandAnimals,Health,Human
Services,etc.).Withinthesevariedcategories,therearesimilarlyvariedorganizations.Theorganizations
mayfocusonactivitiessuchasresearch,directservice,advocacy,andtechnicalassistance,oracombination
oftheabove.Somehaveonlyahandfulofstaff;someemploythousandsofpeople.Operatingbudgets
rangefromafewthousanddollarstomillionsofdollars.Itisdifculttomakestatementsthataretruefor
allnonprots.Thus,whilewemakegeneralizationsaboutthestateofanddemandsonthenonprotsector,
werealizethatnoteverythingistrueineveryinstance.Onestatementwearepositiveistrueacrossall
nonprotsisthateffectiveandsustainedleadershipisvitaltoeffectiveness.
Theworldisincreasinglyinterconnectedanddynamic.Leadershipsitsinthemiddleofthechurn–both
drivingtrendsandbeingaffectedbythem.Whilethesectorhasaccesstoanenergetic,passionate,and
creativeworkforceandtonewtools,therearealsochallengesthatmakeitdifcultfororganizationsand
theirleadershiptoourish.WilliamAshby’s(1956)LawofRequisiteVarietysuggeststhatfororganizations
toeffectivelyadaptandcopewithacomplexenvironmentthevarietyofitsinternalordermustmatch
thevarietyoftheenvironmentalconstraints.Whilefor-protsfacesimilarchallenges,manynonprotsdo
nothavetheaccesstoresourcestoenablethemtocopewiththepaceandscaleofchange.Inaddition,
thestrategiesthatworkinfor-protorganizationsmaynottaswellinthenonprotsector.Asnonprotorganizationsandtheirleaderslooktothefuture,thereareopportunitiesaswellaschallengesassociated
withthesetrendsthatwewillexploreinmoredepthtohelpnonprotorganizationscontinuetosucceed.
Thesetrendswereidentiedbytheresearchteamthroughafacilitatedconversationabouttheirexperiences
inthenonprotsector,andwhatisspecictothenonprotsector.
Changing Technologies
Everygenerationhasprobablyhadtheimpetustobetterserveandimprovetheworldaroundthem.
Themotivationtohaveanimpactisn’tnew.Thetoolsandresourcesavailablenow,however,aredifferent.
Inrecentyears,nonprotshavebeenontheleadingedgeofnewtechnologyinordertoraiseawareness,
mobilizestakeholders,andbuildcommunity.Forexample,usingdatabaseandcommunicationtechnology,
theNationalMarrowDonorProgram’sBetheMatchregistrygathersinformationaboutvolunteerswillingto
donatebonemarrowandconnectsthemwithpatients,doctors,andresearchersonascalehardtoimagine
30yearsago.CaringBridgeprovidesfreewebsitesthatconnectpeopleexperiencingasignicanthealth
challengetofamilyandfriends.TheGenerationProjectconnectsyoungdonorsandtheirgiftsdirectly
withteachersandstudentsinneed.Technologicaladvancementsarechangingthetypeofworknonprot
organizationsengagein,andhowtheyaccomplishtheworkthattheymayhavebeendoingfordecades.
THE CONTEXT OF NONPROFIT ORGANIZATIONS:OPPORTUNITIES AND CHALLENGES
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Diverse Stakeholders
Manyfor-protentitiesareprimarilyconcernedwithshareholders,customers,andemployees.Nonprots,on
theotherhand,mustengagewithafarmoreexpansivesetofstakeholders,allofwhomareseekingdifferent
relationshipsandconnectionswiththenonprot.Figure1illustratesthestakeholderwheelofaChicagoareanonprot.Thisorganizationconsidersnotonlyitsclientsandemployeesasstakeholders,butalsoitsdonors
(individual,foundation,andcorporate),thelocalgovernmententities,variousboards/committees,volunteers,
andothersasitskeystakeholders.
Nonprotleadersmustlearntoeffectivelynavigateandbuildconsensusamongstitsmultipleanddiverse
stakeholders.Boardsofnonprotorganizationsarealmostalwaysvolunteerorassociatedwithminimal
compensation.Thediversenatureofnonprotorganizationscreatestheneedforadiversematrixofskills,
experience,andperspectivesinindividualboardmembers.Nonprotboardsarenotalwaysclearabouthow
theycanbestcontributetotheorganization’sgrowthanddirection.
FIGURE 1. SAMPLE STAKEHOLDER WHEEL
Nonproft
BoardofTrustees
Volunteers
Employees
Members
Visitors
ProspectiveMembers/
Donors
LocalGov’t/ParkDistrict
OtherBoards
AuxiliaryWomen’s
Donors:Corp.Indiv.Fdn
Copyright 2009, Honack and Howard, Kellogg School o Management. All Rights Reserved.
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Nonprotsalsooftenhaveavolunteerworkforcewhodoesnotdependontheorganizationforincome
andmaychoosetoleaveatanytime.Thesevolunteersprovideacriticalhumanresourcetothenonprot.
Theirmotivationsarevariedandtherewardstheyareseekingareasdifferentastheindividualsthemselves.
Nonprotleadersneedtoplaceapriorityonattractingandretainingvolunteersaswellasstaff.
Fundersordonorsmayalsohavetheirideasabouthowtheorganizationshouldbeled,andhowtheirfunds
shouldbeusedtosupportthemission.
Theabilitytoprovideleadershipinthecontextofdiversestakeholdergroupsisimportantfornonprot
executivesandboardmembers.Donorsareincreasinglymoresophisticatedandmore“empowered”in
theirphilanthropy.Therearemanycompetitorsfortheirgenerosityandnonprotleadersmustbeable
toarticulatetheimpactthosedonationshaveonthemission.
Measuring Impact
Measuringsocialimpactismorecomplexthanmeasuringprotsandlosses.Anonprotorganization
canmonitoranddemonstrateeffort,butmeasuringtheimpactofthateffortismorechallenging.
Measuringthenumberofmealsservediseasierthandemonstratingareductionintheprevalenceof
hungerinacommunity.
Contributingtothischallengeisthefactthatsustained,measureablesocialimpacttakestimetoevolve.
Thetimehorizonforchangeinthenonprotsectorcanoftenbelongertermthaninthefor-protsector.
Thechainofimpactmaybeginwithprovidingaresourceto,orservicefor,anindividualorgroup,but
thedesiredchangeisoftenatthesocietallevelanditcantaketimetocreatethatlevelofchange.Furthermore,theissuesaddressedbynonprotsareoftencomplexanddrivenbymultiplefactors–
political,environmental,personal,andsocial.Itishardtolinksocialimpacttoa“cause”relatedtowork
donebyanonprotorganization.
Thenonprotfundingenvironmentdoesnotalwayssupportmeasuringsocialimpact.Giventherelatively
lowsuccessrateformedicalexperiments,itisreasonabletoassumethatthesuccessratefornonprot
interventionsmayalsobelow.Deningandworkingtowardssuccessrequiressustainedeffortandthatcan
beexpensive.Inaddition,itisdifculttoadopta“failsoon,failoften”approachwhenfundingisridingon
successandcompetitionishigh.Finally,asmentionedabove,nonprotleadersanswertoalargenumberofstakeholders.Thesestakeholdersallhavedifferentmotivationsand,thus,differentexpectationsand
measuresofsuccess.Dening,measuring,andcommunicatingsocialimpactwithmultiplestakeholder
groupsisacomplexandsubstantialundertaking.
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Combining Eort
Thecurrenteconomicclimatehasencouragedmanyconversationsandpredictionsaboutmergersand
partnershipsinthenonprotsector.Manystakeholders,particularlyfunders,aresuggestingthatnonprot
organizationsworkmorecloselytogether.Thereappeartobetwomainmotivationsforthis.Onemotivationistoreducecosts.Byjoiningforces,somenonprotscanrealizecostsavingsthroughsharedresourcesand
better(bulk)pricing.Outsourcingfunctionsisanotheroption.Somenonprotsarepoolingfundstohirea
bookkeeperorhumanresourcefunctions.Astrongexampleistheriseofcooperativesacrossthecountry.
InChicago,forexample,theBackOfceCooperativehasbroughttogethermid-sizedsocialserviceagencies
toleveragescaleandbestpracticestodrivedownbackofcecosts(http://www.backofcecoop.com/).
InPittsburgh,theCDCollaborativeisavoluntaryassociationofsevenorganizationscommittedtoopen
communicationandcoordinationabouttheirindividualprojectsinfourtargetneighborhoods;othergroups
liketheGreaterPhiladelphiaUrbanCoalitionandtheTidesCenterserveasscalsponsorsandprovide
the“umbrella”underwhichsmallernonprotscanndneededservices.Aconcernraisedinourresearch
wasthattwoorganizationsmaybeabletogetmoremoneyindependently,sopartneringmaynotincrease
resourcesbutratherhaveanegativeeffect.Thesecondmotivationisthatsubstantivesocialimpactrequires
big,coordinatedeffort.Itisunclearwhatshapethecombinationofeffortswilltake.Nonprotstaffand
boardsmaybereluctanttoletgooftheidentityofanonprotand,thus,notconsidermergerasanoption.
Onepositiveoutcomeofthistrendmightbeahighercoordinationwithinthenonprotsector,andbetween
nonprotorganizationsandothersectors.
Lacking Human Resource SupportWhilesomenonprotorganizationshavesophisticatedhumanresource(HR)systems,manydonothave
dedicatedHRfunctionsortrainedHRstaff.HRprofessionalscouldassistnonprotorganizationswithhiring,
roleclarication,staffdevelopment,compensationpolicies,andperformancemanagement.BecauseHR
tendstobeunderfunded,nonprotorganizationsmaystrugglewithidentifyingtheskillsetandexperience
needed,conductingathoroughsearchfortherightt,andprovidingonboardingfornewstaff.Trackingthe
paidandvolunteerworkforceandprovidingadequatetrainingandoversightareamongtherolesforHR.
Somefoundations,likeTaproot,arespecicallyfocusingonclosingthisgap.
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Work-Lie Fit Expectations
Theriseofnewtechnologiesandneworganizationalformssupportsandenablesashifttowardsamore
exibleworkforce.Withincreasedtechnicalconnectivity,thereisanincreasedexpectationthatindividuals
canbeavailableorworkinganywhere,atanytime.Technologiessimultaneouslyincreasetheuidityofmodernlifeandprovideamechanismformanagingtheuidityofthemodernlife.Theincreasingdiversityof
theworkforceandchangingsocialnormsalsocontributetoshiftsinexpectationsabouthowworkand
nonworkrolesandresponsibilitiesaremanaged.Findingnewwaystohelporganizationsandtheworkforce
tobeproductiveandeffectiveinthemidstofthesechangeswillbeagrowingchallengefornonprotleaders
Blurring Boundaries
Theboundariesofthenonprotsectorhavealsoblurredasneworganizationalformshavedeveloped,
suchasthelow-protlimitedliabilitycompaniesorL3Cs,CertiedBCorporations,andsocialenterprises.
Youngerleadersareconcernedwithsolvingsocialproblemsthroughtheirworkandlessinterestedinthe
organizationalformoftheiremployer.Timewilltellifthesenewformsareenduring,buttheriseofnew
waysofthinkingaboutorganizationssuggeststhatfor-protandthenonprotsectorsarenotfully
addressingtoday’schallengesandharnessingtoday’sopportunities.
Need or Development
A2006reportaboutaforthcomingleadershipdecitinthenonprotsector(Tiereny)putaspotlighton
thegrowingneedforleadershipandleadershipdevelopment.Thenotabledipintheeconomyhaspeople
workinglongerthanexpectedandhelpedtoquelltheexodus,buttheneedforleadershipdevelopment
hasnotsubsidedasjobsarebeingcreatedwithinthesector(Simms&Trager,2009).Thereisgreater
recognitionoftheimportanceofdistributedleadershipratherthanasingleleader,andofhavingleadersthat
arediverseinmultipleways.Thus,newleadersandnewkindsofleadershiparecalledfor.
Theneedforleadershipdevelopmentinthenonprotsectorisn’tsomethingthatishighlycontested.So
whyisn’tithappening?Oneissueistheperceptionthatthere’snotimeforit.Staffmemberstendtohave
overloadedschedules,andprovidingdirectservicestendstobewhystaffmembersareemployedand
whattheyareexpectedtodo.Engagingindevelopmentisperceivedtobetimeawayfromworkingon
themission.Fundersandboardsoftenreinforcethisnotionbyfocusingfundsondirectservice.Uncertain
revenuestreamsforsomenonprotsputthefocusongeneratingormaintainingfunding(inordertokeep
operationsgoing),ratherthanengaginginactivitiesthathavealonger-termhorizon.Itcanbedifcultfor
nonprotorganizationstodefendexpendituresrelatedtooverheadandcapacity.Inaddition,thereisoften
notdedicatedHRstafftohelpidentifyappropriateprofessionaldevelopmentopportunities,orlearningpaths
foralllevelsoftheorganization.WithoutstrongerHRsystems,nonprotorganizationswillnotbeabletobe
learningorganizationsattractingandretainingthebestandbrightestworkerstomeettheirmissions.
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Inthissection,weexaminethenonprotsectorfromaworkforceperspectivetogaininsightintowhat
motivatestheworkforce,howpeoplefeelabouttheirwork,andwhatchangesthey’dliketosee.
Werelymoreheavilyonthedatawegatheredusingthreedifferenttechniques:survey,focusgroups,and
appreciativeinquiryinterviews.Ourquantitativedatasuggeststhatmorecommonalityexistsbetweengenerationsthannot—manydifferencesdisappearafteraccountingforage,careerlevel,andotherfactors.
Inmostcasesourobservationsapplytoallgenerations,butwecalloutonesthatwereparticularlyrelevant
toyoungergenerations.
Inthissectionwefocusonthethemesweexploredthroughourresearch.Overall,respondentsindicatethat
theyarecommittedtotheirorganizations,satisedwiththeirjobs,contentwiththeirpay,and,ingeneral,do
notintendtoturnover.Peoplearedrawntononprotworkbecauseoftheirpassionforthemission.People
generallyagreethattheyfeelsupportedbytheirorganizationandboss,thattheirorganizationissocially
responsible,andthatorganizationalpoliticsisn’tamajorissue.Peoplegenerallyfeelthereismanagement
supportforfamily,buttheystillexperiencework-familyconictandperceivetheretobemoderatecareer
consequencesformakinguseofavailablefamily-friendlyprograms.
Motivation and Pay Satisaction
Overall,thereisasenseofpurposeateverylevel.Respondentsreporthigherlevelsofintrinsicandidentied
motivationthanextrinsicandintrojectedmotivation.Thisshouldpleaseemployers,managers,andbosses
becauseintrinsicmotivation(ndingjoyinyourwork)andidentiedmotivation(feelingdriventoachieve
goals)arecloselyassociatedwithproductivity,engagement,andinnovation(Amabile,1983;Bono&Judge,
2003).Atthesametime,peopleatlowerlevelsaremoreconcernedaboutpaythanarepeopleathigher
levels(seeFigure2).Thissuggeststhattheremaybeathresholdunderwhichpayincreasesinimportance.
Whilewedonotknowthecause,wespeculatethatpayforsomehourlyandentrylevelnonprotemployees
maynotallowthemtobenanciallyindependent.Whileworkinginanareathatisrewardingintrinsically
maybeemotionallyfullling,theemotionalfulllmentismoredifculttoexperiencewhenyoufeel
nanciallyunstable.Forexample,ifanindividualisworriedaboutpayingrentandpayingbills,meaningful
workisunlikelytobeenoughtokeephimorherhappy.Oncethatthresholdismet,paymaybecomeless
important.Forexample,nonprotexecutivesareamongthemostsatisedwithpay,whichmaybetheresult
ofhavingmeaningfulworkaswellasadequatecompensation.Conversely,itshouldbenotedthatSimmsandTrager’s(2009)researchsuggeststhatinadequatecompensationremainsabarrierforattractingleaders
tothenonprotsector.Dataaboutworksatisfactionsuggestthattheintrinsicrewardsofnonprotwork
couldbefurtherleveraged.
NONPROFIT WORKFORCE
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FIGURE 2. SATISFACTION WITH PAY BY PROFIT STATUS AND ORGANIZATION LEVEL
The Importance o Impact
Peoplewanttoseetheimpactoftheirorganization’sworkandoftheirworkspecically.Itisnotjustamatter
ofworkingforanorganizationthathasanimpact,butalsoseeingthevalueandimpactofthespecicwork
theyaredoing.Italsoappearsthattheconversationaboutimpact,ingeneral,isgettingmoresophisticated.
Fewerpeoplearewillingtotakeitonfaiththattheyaremakingapositivedifference;theywanttangible
evidenceofthedifferencetheyaremaking,andtounderstandthebiggerpictureofhowdiverseelements
cometogethertomakeadifferenceortosolveasocialproblem.
Turnover
Regardlessofwhethertheyworkedinthefor-protornonprotsector,Millennialswereslightlymorelikelyto
saythattheyintendedtoleavetheirorganization,orturnover,thanwereoldergenerations(seeFigure3).
S a t i s f a c t i o n w i t h P a y ( M e a n S c o r e )
For Prot Nonprot
2
0
4 Top/Executive
Upper Middle
Middle/Professional
Hourly/Entry Level
FIGURE 3. INTENTION TO TURNOVER
I n t e n t i o n t o T u r n o v e r ( M e a
n S c o r e )
2
1
0
3
Silent Early Boomer Late Boomer Gen X Millennial
1.92 1.942.19 2.22
2.63
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Thisisconsistentwithresultsfrompastresearchwhichshowsthatyoungerpeople(regardlessofgeneration)
aremorelikelytochangejobsthanareolderpeople.Commentsfromthefocusgroupsandinterviews
suggestthat,inthiscase,Millennialsthinkingaboutchangingjobsmaybelinkedtothedesiretohaveand
seeanimpactinawaytheydonotintheircurrentposition(asindicatedabove).Resultsfromthefocusgroupssuggestthatwithinthenonprotsector,peoplemaybemoremarriedtoacausethantheyaretoan
organization.SaidoneMillennial,“Today’scollegegraduatesarenotlookingforacareer,butlookingforthe
experiencesthatwillenablethemtomovefromjobtojob.”EchoedanMBAMillennial,“Wearetransient.
Wemove.Wearegeneralists.”Withthisfocusonthecausecomesawillingnesstochangeorganizationsifa
persondoesnotbelieveheorsheishavinganimpacttheybelievetheycouldinanotherjob.
Learning
Thereisastrongdesireforgreaterlearning
anddevelopmentopportunities.Classroom
andtechnology-enabledlearningopportunities
thatresultindegreesandcredentialsremain
important,butthereisarealdesirefor
hands-onlearningthatisclearlytransferrable
totheworkplace.Inoneofthestudentfocus
groups,studentsexpressedthattheywanted
regularopportunitiestolearn.Thestudents
wantedopportunitiestobeinnovativeandcreative.Theyappreciatedenvironmentswhere
theyhadthefreedomandexibilitytogather
inputanddevelopsolutions.Onestudentsaid“Ican’timaginebeinginaplacefor15years.Whatmotivates
meistolearnnewthingsanddonewstuff;butIdon’tbelieveanorganizationcankeepreinventingitself
tooffermenewthings.IfI’mnotlearning,Ilosemymotivation.Iwanttobemarriedtoacause,notan
organization.”Peopleofallgenerationswanttobementored,andtheyalsowanttomentorothers.This
desiretolearnanddevelopcouldbeasignicantassetfornonprotorganizationsiffullyleveraged.Given
thelimitedstaffandscopeofsomenonprotorganizations,guringouthowtokeeptalentedpeopleinthe
sectormay,attimes,bemorebenecialthantryingtokeeptheminanorganization.
5
I can’t imagine being in a place for 15 years.
What motivates me is to learn new things
and do new stuff; but I don’t believe an
organization can keep reinventing itself to
offer me new things. If I’m not learning,
I lose my motivation. I want to be married
to a cause, not an organization.
Focus Group Participant
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Structure and Flexibility
Emergingleadersdesiredbothstructureandexibilityintheworkplace.Whatinitiallyappeared
paradoxicalcouldbeeasilyexplained.Clearorganizationalstructuresandhierarchywereusefulwhen
theycontributedtodevelopment,careerprogression,learningopportunities,andregularfeedback.Whenorganizationalstructuresandhierarchycreatedobstaclestodoingtheworkorwastooinexible
toallowforwork/lifebalanceaccommodationsorinhibitedcreativity,theywereviewednegatively.
Youngergenerations(GenXersandMillennials)feeltheyhavemorework-familyconictthanolder
generationsdo(BabyBoomersandSilents),andyoungergenerationsbelievetherearegreaterconsequences
formakinguseofavailablefamily-friendlyprograms.Theybelievethattechnologycanbeusedasastrategic
tooltoincreaseefciencyandtoimprovework-lifebalance,buttheyalsohadtobeabletodisconnectfrom
work(whichwasproblematicforthem).Withtheincreaseintechnologyuse(e.g.,carryingBlackberriesand
emailaccessibleathome)thelinesbetweenworktimeandpersonaltimeareoftenblurry.Technologyis
partoftheproblem,andmanybelievethatitisgoingtobeacriticalpartofthesolutionaswell.
SomethinginterestingthatwenoticedwasthatGenerationXerssometimefeelcaughtinthemiddle;
“struggling”asonewomancommented“tondastronganddistinctivevoice”GenerationXistherst
generationthatissmallerthantheprecedingandsubsequentgenerations.Byandlarge,BabyBoomersrun
theorganizations,andMillennialsarethenewhireswhoaremakingalotofnoise.GenXershavetomake
suretheworkgetsdone,whilemanagingtheconictsbetweenthepeopleatthetop(primarily
BabyBoomers)whoknowhowtheywantthingsdone.Thenewhires(primarilyMillennials)thinkthey
knowhowthingsshouldbedoneandarefrustratedthattheycan’tgettheorganizationstoshifttodo
workinthewaytheythinkwouldbemosteffective.SaidoneGenXer,“Inmymid-30’s,Iamstuckinthemiddle.”Anotheragreed,“The‘sandwich’generationdoesn’tleavewithoutapaycheckandI’mjealous
oftheyoungergenerationwhoisnotworriedaboutnancialsecurity.Theirfreedomisamazing.”
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Basedonourinterpretationoftheavailableinformation,wedevelopedthefollowingrecommendations.
Weorganizedourrecommendationsbykeythemeswhicharenotmutuallyexclusive.Theserecommendations
includesomeeasy,low-costideas,butsomerequireasignicantshiftwithinthesectorandamongthose
dependingonandsupportingthesector.A2011reportfromCompassPointandtheMeyerFoundation(Cornelius,Moyers,Bell,Brown,&Scott,2011)indicatesthat46percentofnonprotexecutivesindicated
theirorganizationhadcashreservesthatwouldlastfewerthanthreemonths.Investingincapacitywhen
itisunclearthattheorganizationwillbeabletocoverexpensesandmaintainoperationsisseemingly
counterintuitive.However,amyriadofreportsindicatesuchaninvestmentisexactlywhatisrequired
(AmericanExpressNGenFellows,2011;Enright,2006;Simms&Trager,2009;Tiereny,2006).
RECOMMENDATIONS
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Foster Learning and Build Talent at All Organizational Levels
Peopledesiremorelearninganddevelopmentopportunities.Peoplemaybemorewillingtostaywithan
organizationiftherearelearninganddevelopmentopportunities;or,conversely,toleaveiflearningand
developmentopportunitiesarenotprioritizedbytheorganizationanditsleaders.Ourqualitativedatasuggestthatrisingnonprotleadersemphasizeexperientiallearningandskillbuilding,notjustgettinga
degreeorearningcredentials.Theneedfortalentwithinthesectorisgreat.Thenonprotsectoristackling
someofthemostcomplexissuesfacingoursocietyand,inmanycases,doingsowithinadequateresources
andinfrastructure.Fosteringlearningandbuildingtalentatalllevelsisessentialtoattractingandretaining
talent,andtotheeffectivenessoforganizationsandthesectoroverall.
Whilesomelearninganddevelopmentopportunitiesarelowornocost,thereisaneedtoinvestmoreinstaff
andinthetalentdevelopmentfunctionoverall.Ofteninvestmentsaretooexpensiveforanorganization,
and/orfrowneduponbyboardsandfunders.Findingwaystodemonstratethevalueandimportanceofinvestmentsintalent,especiallyasitrelatestomissionfulllment,iscriticaltoincreasingthepriorityof
theseexpendituresamongnonprotleadersandfunders.
Current Leadership
•Understandthetalentavailabletotheorganization.Identifyifstaffmembersarebeing
underutilizedorincorrectlyutilized.
•Discusstheimportanceofinvestingintalentwiththeboard.Seektoprioritizeinvestmentsin
learningbudgets,andtoidentifywaystheboardmaybeabletohelpadvancelearning(suchas servingasmentorstostaff).
•Providesystematicapproachesforlearningandcultivateacultureofgrowthanddevelopment.
Engageinstrategicrisktakingsoindividualscanlearnbyexperienceandsharetheirlearning.
Specifc ideas include:
• Developpeoplethroughchallengingassignments(Developmental Assignments: Creating Learning
Experiences without Changing JobsbyMcCauleyisagoodresourceforthis).Giveindividualsexplicit
responsibilityandaccountabilityovertasks,clients,people,and/ordecisions.
• Examineandattendtothetrainingneedsofboardsandvolunteers(resourcesfromorganizations
likeBoardSourceandtheCenterforNonprotManagementmaybehelpful).
• Useevaluationsasopportunitiestoreectandlearnaboutwhatisworkingandwhatcould
beimproved.Linklearningtohavinganimpact.Hostcollectivediscussionsinwhichreectionand
actionarethenorm;reinforcestrategicthinkingandsystemicapproaches,andarticulatethe
benetsintermsofimpactandefciency.
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• Whenpossible,promoteregularindividualfeedbackandinvestinperformancesystems.
• Createskillshareopportunitiesthatareenergizingandinformativeforstaff.Involvestaffin
cross-functional/interdisciplinaryteamstotacklestrategicissues.
• Createopportunitiesformentoring,includingprovidingtrainingforsupervisorstobecomebetter
mentors.[TheAmericanExpressNGenreportprovideshelpfulinformationonthis.]
•Leveragetrainingopportunitiesasawaytosharetheorganizationalvisionandcreatealignment
ofefforttowardsimpact.
Emerging Leaders
•Identifyapersonalboardofdirectors,committedtohelpingyoubesuccessful.Lookforopportunities
outsidetheorganizationtotakeonleadershipresponsibilities(e.g.,asavolunteerorboardmember).
•Seektounderstandtheorganizationfromdifferentfunctionalperspectives.Interviewleaderswithinyour
organizationandotherorganizationsabouttheirrole.Askthemtohelpyouunderstandyourorganization
andhowworkgetsdone.
•Takechargeofyourexperiencesbyaskingforstretchresponsibilities,seekingmentors,
andbeingamentor.
•Frameyourtalentsinamannerthatdemonstratesyourvaluetoyourorganization,andaskfor
developmentopportunitiestohoneorgainskillsandexperiences.
Funders
•Fundopportunitiesforpeopletolearn.Forexample,providefundingformentoring,coaching,training
programs.Investinmulti-organizationalleadershipdevelopmentandinorganizationalexchanges.
•Makeitarequirementthatmorethanonestaffmemberperorganizationparticipatesandthatthese
membersrepresentdifferentlevelsoftheorganization.Thisapproachwillallowyoutocreateleadership
developmentopportunitiesbeyondtheExecutiveDirectorlevel.
•Lookforopportunitiesforskilltransfersbetweenorganizationsandacrosssectors.
TheTaprootFoundationandUnitedWay’sloanedexecutiveprogramareexamplesofthis.
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Foster Learning and Build Talent in the Sector
Careersareincrediblyuid;individualsarelikelytochangejobsandchangeorganizationsmultipletimes
duringthecourseoftheirworkinglife.Fosteringlearningandbuildingtalentwithinthesectorisimportantto
keepingtalentedindividualsinthesector,andtoenhancingtheeffectivenessofthesectoroverall.Thisissueisparticularlydifcultbecauseitishardfororganizationstoinvestintraininganddevelopmentatall,anda
uidworkforcemakestheinvestmentseemevenmorelikearisk.Whyinvestinsomeonewhomaybegone
intwomonths?Buttherealityispeopledochangeorganizations.Insomecases,thatmaybetheonlyway
forsomeonetoadvancehisorhercareerandtohaveaccesstonewlearningopportunities.Expandinghow
wethinkabouttalentdevelopmentandutilizationtoincludethesectorialperspective,andndingwaysto
supportitatthatlevel,isimportanttoachievingthebigimpactoftensought.
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Current Leaders
•Createstrongperformancemeasurementsystemstoarticulate,acknowledge,andrewardindividual
andcollaborativecontributionstoimpact.
•Continuetoaccesstalentevenwhenthatpersonisnolongerpartoftheorganization.Usepositive
turnovertocreateambassadorsofyourorganizationwhomaydirectaninfusionofnewtalenttoyour
organization.Keepyourdooropenandstayconnectedtotalentedstaff.Forexample,manycorporations
create“alumninetworks.”Perhapsthisisanopportunitytokeepformeremployeesconnectedtothe
organizationthroughtechnology,annualevents,etc.
•Bepartofandcontributetosector-basednetworks(seetheworkofJuneHolleyat
http://www.networkweaver.com/andBethKanterathttp://www.bethkanter.org/the-networked-nonprot/
Emerging Leaders
•Beopenandhonestaboutyourlearningexpectationsandlookforopportunitieswithinthesector.
•Createabroadnetworkthatincludesindividualsworkinginasimilarareabutatotherorganizations.
•Don’tletanegativeexperienceinoneorganizationtarnishyourviewofthesector.
Funders
•Fundand/orhostlearningcirclestostrengthenanddocumentlearningwithinthesector.
•Fundissuesorcausesthatcutacrossorganizations.
•Supporttheowoftalentwithinthesector,andseekwaystohelporganizationsbuildandmaintain
connectionstotalentedindividuals.
•Fundtalentedindividualstoattractthemtoandkeepthemworkingonimportantcauses.
Leadership Developers
•Identifycross-organizationallearningtopicsandengagecommunityleadersfromacrossthenonprot
sectortoshareeffectivepractices.
•Createresourcesthatidentifyandsupporteffectivepractices.
•Exploretechnology-baseddeliverymechanismstoreachalargerspectrumofleaders.
•Encourageteam-basedlearning.
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Adapt to Changing Work and Workplace Expectations
Ashifttoamoreknowledge-basedeconomyandtheadvanceofmobiletechnologieshaschanged
thedenitionsandprocessesofproductivity.Itispossibletoworkfromdifferentlocationsandto
worknonstandardhours,andbehighlyproductive.Itisalsopossibletoworknonstopandtoburnout;workingmoredoesn’talwaysleadtoachievingmore,andtherearenegativeconsequencestoconsider.
Manypeoplestrugglewithhowtobestmanageworkandnonworkrolesandresponsibilities.
Expectationsaboutproductivityandabouthowworkgetsdonemaynotbeclearorshared.Individuals,
particularlyyoungerworkers,increasinglyhavethedesiretochoosehowtheymanagetheirlife.
Forexample,oneemployeemaywanttoworkxedhoursinanofcesettinginordertoprotectpersonal
time,andanothermaywanttoworkfromhomeorworknonstandardhoursinordertoblendrolesmore
uidly.Noonewayofworkingisagoodtforeveryone.SaidoneMBAstudent,“Wewanttheexibility
ofwhenandhowwework–athome,intheofce,variablehours,etc.”
Thereisadesireforatorganizationalstructuresthatallowforuidexchanges,thatiscontrastedwith
adesireforcareerprogressionandaclearpathforadvancement.Leadersarecalledontondwaysto
reconciletheseseeminglyconictingperspectives.AGenXerparticipantstated,“Weareconicted.People
wantahierarchysotheyknowhowtoadvance,BUTwantthefreedomtoinnovate.”
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Current Leaders
•Setappropriateboundariesandexpectations.Communicateclearpolicies,includingperformance
expectationsandthewhere,when,andhowworkisexible–orifitisnot.
•Focusontheimpactandqualityofwork–notjustthehoursworked.Examinetheassumptionthat
workinglonghoursisaproxyfororganizationalcommitment,orisnecessaryforonetopayone’sdues.
•Makesuretalent(includingyou)isabletoretaintheirhealth.Payattentiontomanagingtheemotional
andphysicalimpactofworkinglonghours.Knowandbesensitivetosignsofburnoutinyourselfandothers.
•Bearolemodelforpayingattentiontoone’swell-beingasanaspectofachievingsustainableimpact.
Alternatively,communicatethatyoumaynotbemodelingwork/lifebalanceinwaythatwillworkfor
everyone,butyouarechoosingtoworkthewayyouwantto(forexample,youmaychoosetowork
longerhoursbecauseyouhaveahigherlevelofresponsibilityoryouhavefewerfamilydemands,etc.).
•Developsuccessionplansacrosstheorganizationandbeclearaboutpossiblecareerpathsandwhat
ittakestomoveforward.
Emerging Leaders
•Understandhowyoucanbemostproductive.Experimentwithdifferentwaysofworkingto
determinewhatworksbestforyou.Whenpossible,negotiatetoworkinthemannerthatismost
productiveandenergeticforyou.
•Recognizeandaddressissuesofpotentialburnout.Althoughitisoftenimportanttoproveyourself,you alsohavetothinkaboutcreatingpatternsofworkthataresustainable.
•Talktoformalleadersaboutappropriateboundariesandexpectations(getrealisticinformationabout
whatisrequiredandwhatisexibleinyourjob).
Funders
•Supportorganizationalstructuresandoperationalneeds,includingsuccessionplanningfunds,
sabbaticals,fellowships,cross-training,etc.
•Supporttechnologicalinnovationsthatwillenhanceorganizationaleffectivenessandefciency.
Leadership Developers
•Provideopportunitiesandsupportforleaderstodeterminehowtheyworkmosteffectivelyandhowto
supportdifferentwaysofworkingtohelpothersbeaseffectiveaspossible.
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Measure, Communicate, and Connect to Impact
Peoplewanttohaveandtoseeanimpact.Theywanttoseetheimpactoftheirorganizationsandoftheir
workspecically.Peoplemayleaveanorganizationiftheybelievetheorganizationisnothavingasufcient
impact,oriftheybelievetheirpersonalimpactisnegligible.Conversely,beingabletoseeandtocontributepositiveimpactinanareaaboutwhichtheycaredeeplycanbeextremelymotivating.Youngerleadersare
particularlyconcernedwiththeimpactoftheworktheydo.QuotesfromMillennialsincluded,“Theresults
keepyougoing”and“IneedtheabilitytoSEEtheimpactIamhaving.”Asmentionedabove,theimpactof
nonprotworkcanbeverydifculttomeasure,makingthisadifcultexpectationtomeet.However,more
canbedonetoconnecttheworkofindividualstothemissionandimpactofanorganization,andmorecan
bedonetoarticulateandmeasuretheimpactofnonprotsandgroupsofnonprotsworkingtogether.
Itisimportanttokeepinmindthatevaluationdatahasbeen,andcanbe,usedtocutfunding–andthereis
aneedforgreaterstakeholderclarity,alignment,andtransparencyaboutevaluationprocessandpurpose.
Ifpeoplearescaredtoseekinformationaboutandtobehonestaboutwhatisandisn’tmakingapositive
differenceandwhy,thesectorwillbehamperedinitsefforts.
Current Leaders
•Focusonoutcomesandimpactindiscussionswithdiversestakeholders.Thesediscussions
shouldexaminecurrentoutcomes/impactandseekwaystocreateimprovement(inother
words,engageinimpact-drivenlearning).
•Don’tlimityourselftothemetricsfundersasktosee.Seektoolstodeneandmeasureorganizational
impactand,whereappropriate,theimpactofcollaborativeworkwithotherorganizations.
•Usemeasurementtomaketheimpactcasenotjusttofundersbuttoallstakeholders,including
employees,volunteers,clients,donors,andothers.
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•Helpemployeescreateconnectionsbetweenperformancegoalsandthegoals,objectives,andstrategies
oftheorganization.Talktoindividualsaboutthetypeofimpacttheywanttocreate,andlinkthe
outcomesoftheirworktoimpactsoimpactisthefocusofthework.
•Provideregularpositiverecognitionandfeedbackabouttheimpactyouseeindividualsandteamshaving
andtheimpacttheorganizationishaving.Notallemployeesunderstandorseetheimpactoftheirwork.
Employeesmayappreciatebothprivateandpublicrecognition.
Emerging Leaders
•Learnaboutwaystomeasureimpact.
•Understandthedepthandbreadthofimpactyouwanttohaveinyourwork.
•Maketheconnectionbetweenyourworkandthemissionoftheorganization.Helpotherstakeholders
makethesameconnectionforthemselves.
Funders
•Supportorganizationaleffortstoarticulateimpactandmeasureimpact,bothattheorganizational
levelandwithinthesectorgenerally.Thissupportcouldhelpshapepartnerships/collaboration/
cooperationwithinthesector.
•Supportthedevelopmentofstafftodeterminewhatdatatocollect,howtocollectdatasystematically,
andhowtousedata.Forexample,incorporatingappropriatemethodsandtrackingsystemsthat
collectdataonaregularbasis.
•Framethemeasurementofimpactasalearningexerciseanduseitassuch.Thisapproachwouldinclude
acceptingnegativemeasurementandsupportstrategicrisk-taking,aswellasacknowledgingand
celebratingthesuccessofgranteeslearningandachievingimpact.
•Fundresearchaboutwhatworks,whereitworks,andwhyitworks.Promotethedevelopmentanduse
ofevidence-basedbestpractices.
Leadership Developers
•Helpleadersarticulateaspecicvisionforimpactandhowthatvisioncanbeachieved.
•Assistleadersindevelopingpracticestheycanusetohelpengagepeoplethroughthe
desiretohaveimpact.
•Workwithleaderstocreateorhaveaccesstotoolsthateffectivelymeasuretheimpactoftheir
organization,andassisttheminimplementingameasurementcultureintotheirorganization.
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Thelistbelowisnotexhaustive;itismerelyourthoughtsaboutwhatkindsofresearchwouldbehelpful
totheeldinordertounderstandandmovetowardsimpact.
•Designandtesttalentexchangemodelsbetweenfor-protandnonprotorganizations.
•Identifycareermodelsemerginginthenonprotsector.Dononprotleadersderailfordifferent
reasonsthanfor-protleaders?
•Understandwhypeoplearedrawntoandstaywithanorganization,andwhypeopleleaveorganizations
inthenonprotsector.Whatfeaturesabouttheorganizationoraboutthesectormotivatetheirdecisions?
•Askyoungleaderswhattheythinkabouttheirleadershipidentityandleadershipingeneral.
•Examinethetrade-offsbetweengrowth/learningopportunities,impact,pay,workexibility,work-life
balanceforcareerchoices.Whatarethehigherpriorityitemsandforwhichgroups?
•Examineideasforhowtoinfuselearninginlow-costbuteffectiveways.
•UnderstandtheexperienceofGeneration-Xersandwhyitisimportanttopayattentiontothem.
•Interviewpeoplewhohaveleft(orjoined)thenonprotsectorabouttheirdecision,andexaminethe
differencesinresponsesforindividualsworkinginthefor-protsectorversusthenonprotsector.
•Studythecollaborationandinterdependenceofnonprotorganizations.
•Examinehowneworganizationalstructuresimpacttheoutcomesofnonproteffort.
•Assesstheimpactofdifferentapproachestoboardtraining.
•Prolesuccessfullearningorganizations.Whatdoestheorganizationdo?Howdoesithappen?
•Interviewthoughtleaderstodevelopnewwaysofthinkingaboutinvestmentsintrainingand
developmentinthenonprotsector.
RECOMMENDATIONS FOR FUTURE RESEARCH
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Amabile,T.M.(1983).The social psychology o creativity.NewYork:Springer-Verlag.
AmericanExpressNGenFellows.(2011).Changing the status quo: Intentional succession
planning through leadership development.Washington,D.C.:IndependentSector.
Ashby,W.R.(1956). An introduction to cybernetics.London:Chapman&Hall.
Bono,J.E.,&Judge,T.A.(2003).Self-concordanceatwork:Towardunderstandingthemotivational
effectsoftransformationalleaders. Academy o Management Journal,46,554-571.
Cooperrider,D.(1995).Anintroductiontoappreciativeinquiry.InD.F.Harvey&D.R.Brown(Eds.),
An experiential approach to organization development(5thed.).NewYork:PrenticeHall.
Cornelius,M.,Moyers,R.,Bell,J.,Brown,L.,&Scott,M.(2011).DaringtoLead2011: A national study o
nonproft executive leadership.SanFrancisco:CompassPointNonprotServicesandtheMeyerFoundation.
Enright,K.P.(2006). Investing in leadership, volume 2: Inspiration and ideas rom philanthropy’s last rontier.
Washington,D.C.:GrantmakersforEffectiveOrganizations.
GrantmakersforEffectiveOrganizations.(2006).Supporting next-generation leadership.
Washington,D.C.:Author.
Hubbard,B.(2006).Investinginleadership,volume 1: A grantmaker’s ramework or understanding
nonproft leadership development.Washington,D.C.:GrantmakersforEffectiveOrganizations.
Krueger,R.A.,&Casey,M.A.(2000). Focus groups: A practical guide or applied research.ThousandOaks,CA:SagePublications.
McCauley,C.D.(2008).Developmental assignments: Creating learning experiences without changing jobs.
Greensboro,NC:CenterforCreativeLeadership.
Simms,D.,&Trager,C.(2009).Finding leaders or America’s nonprofts.TheBridgespanGroup.
Tiereny,T.J.(2006).The nonproft sector’s leadership defcit.TheBridgespanGroup.
VanVelsor,E.,McCauley,C.D.,&Ruderman,M.N.(2010). The Center or Creative Leadership handbook
o leadership development(3rded.,pp.2,375-404).SanFrancisco:Jossey-Bass.
Wing,K.T.Roeger,K.L.,&Pollak,T.H.(2009). The nonproft sector in brie: Public charities, giving,
and volunteering.Washington,D.C.:TheUrbanInstitute.
REFERENCES
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Kelly M. HannumisaSeniorResearchScientistattheCenterforCreativeLeadershipandavisitingfaculty
memberatCatholicUniversity’sIESEGSchoolofManagementinLille,France.Shehasshapedtheeld
ofleadershipdevelopmentevaluationaswellascontributedtoourcollectiveunderstandingofinclusiveleadershipprocesses.HerbooksincludeLeadership Across Dierence Casebook Packagepublishedby
Pfeifferin2010andThe Handbook o Leadership Development EvaluationpublishedbyJossey-Bassin
2007.ShehasbeenanactiveBoardMemberfortheLeadershipLearningCommunitysince2007.Sheisthe
recipientofmultipleawardsandrecognitionsforherwork,includingtheprestigiousMarciaGuttentagAward
fromtheAmericanEvaluationAssociation.SheholdsaPh.D.ineducationalresearch,measurement,and
evaluationfromtheUniversityofNorthCarolinaatGreensboro.
Jennier DealisaSeniorResearchScientistattheCenterforCreativeLeadershipinSanDiego,California.
SheisalsoanAfliatedResearchScientistattheCenterforEffectiveOrganizationsattheUniversityof
SouthernCalifornia(http://ceo.usc.edu/research/afliated.html).Jennifer’sworkfocusesonglobal
leadershipandgenerationaldifferencesaroundtheworld.SheisthemanagerofCCL’sWorldLeadership
Survey(currentlyin15languages)andtheEmergingLeadersresearchinitiative.In2002Jennifer
coauthoredSuccess or the New Global Manager(Jossey-Bass/WileyPublishers),andhaspublishedarticles
ongenerationalissues,executiveselection,culturaladaptability,globalmanagement,andwomenin
management.Hersecondbook,Retiring the Generation Gap(Jossey-Bass/WileyPublishers),waspublishedin
2007.Aninternationallyrecognizedexpertongenerationaldifferences,shehasworkedwithclientsaround
theworldandhasspokenonthetopiconsixcontinents(NorthandSouthAmerica,Europe,Asia,Africa,and
Australia),andshelooksforwardtospeakingtoAntarcticpenguinsabouttheirgenerationalandleadership
issuesinthenearfuture.SheholdsaB.A.fromHaverfordCollegeandaPh.D.inindustrial/organizational
psychologyfromTheOhioStateUniversity.
BIOGRAPHIC INFORMATION ABOUT AUTHORS
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Liz Livingston HowardisagraduateofNorthwesternUniversityandholdsanMBAdegreefromtheKellogg
SchoolofManagementatNorthwestern.Ms.HowardistheAssociateDirectorofKellogg’sCenterfor
NonprotManagementandteachesintheSocialEnterpriseatKelloggProgram.ShedevelopedandteachescurriculumforMBAstudentsandnonprotexecutives.Ms.HowardservesastheAcademicDirectorfor
avarietyofnonprotexecutiveeducationcoursesandhasdesignedseveralcustomexecutiveeducation
programs.Previously,sheservedasAssistantDeanforDevelopmentforKelloggfrom1994to2003.Inthat
role,shewasresponsibleforthefund-raisingactivitiesoftheKelloggSchoolincludingalumniandindividual
solicitation,corporateandfoundationgrants.PriortojoiningtheKelloggSchool,Ms.Howardservedasa
fund-raisingconsultantwithCharlesR.Feldstein&Company,basedinChicago.Heradditionaldevelopment
workwasasDirectorofDevelopmentfortheChicagoTourismCouncil/Mayor’sOfceofTourismfortheCity
ofChicagoandReginaDominicanHighSchool,Wilmette,Illinois.Outsideofherprofessionalresponsibilities,
Ms.HowardhasbeeninvolvedwithanumberofphilanthropicorganizationsinChicago.Currently,sheis
PresidentoftheSchoolAdvisoryBoardforStNorbertSchoolinNorthbrook,aboardmemberofthe100Club
ofChicago,andamemberoftheEconomicClubofChicago.Shehasprovidedconsultingservicesforahost
oflocalnonprotsintheareasoffund-raising,marketing,strategicplanning,boardgovernance,leadership
succession,andcapacitybuilding.
Sarah StawiskiisaResearchAssociateattheCenterforCreativeLeadership(CCL®)inGreensboro,NC.
Shehasexpertiseinsmallgroupdecisionmaking,businessethics,andprogramevaluation.Shehasauthored
orcoauthoredanumberofpublicationsonthesetopics,including:Theeffectsofethicalclimateongroupand
individualleveldeceptioninnegotiation;Sharedcognitionandgrouplearning;Employmentandretirement
concernsforpersonswithdevelopmentaldisabilities;andConnectingfracturedlivestoafragmentedsystem:
ChicagoHousingforHealthPartnership.BeforecomingtoCCL,SarahworkedforPressGaneyAssociates,a
healthcarequalityimprovementrm.SheholdsaB.A.inpsychologyfromtheUniversityofCalifornia,San
Diego,andanM.A.andPh.D.inappliedsocialpsychologyfromLoyolaUniversityChicago.
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Linshuang LuisaConsultantatPraxiswheresheassistsnonprotsandmission-drivenbusinesseswith
strategicandnancialplanning,governance,businessliteracytraining,andownershipculturedevelopment.
LinshuangisamemberoftheteachingteamforAccountingforAssetDevelopmentandEconomicandFinancialFoundationsofSocialPolicy,graduate-levelcourseintheSchoolofSocialPolicy&Practiceat
theUniversityofPennsylvania.LinshuangguestteachesintwocoursesattheUniversityofPennsylvania’s
NonprotLeadershipforSocialChangeMastersProgramontopicsrelatingtononprotaccounting,strategic
nancialplanning,nancialgovernance,andnancing.LinshuangworkedpreviouslyatNonprotFinance
Fundwhereshetaughtworkshopsandprovidedconsultingservicestononprotsinnancialplanning,
management,andeducation.LinshuanggraduatedsummacumlaudefromtheHuntsmanJointDegree
ProgramattheUniversityofPennsylvania,withaB.S.ineconomicsfromtheWhartonSchoolofBusinessand
aB.A.ininternationalstudiesandcomparativeliterature.Shehasalsocompletedgraduatelevelcoursework
insociologyresearchmethodsandstatistics.
Nancie ZaneisasocialpsychologistandaPrincipalwithPraxisConsultingGroup.For25years,Nanciehas
workedwithnot-for-protandpublicsectororganizationstohelporganizationsbuilddiverseleadership
teamsaswellasrealigntheirorganizationalpurpose,culture,andgovernancestructuresthroughinnovative
visioningandstrategicplanningprocesses.NancieheadsthecoachingpracticewithinPraxisandhascoached
andtaughtintheWhartonAdvancedManagementandtheWhartonExecutiveEducationProgramandis
certiedinClarkeWilsonandtheEQIassessmenttools.NancieisonthefacultyoftheOrganizationDynamics
ProgramandtheNon-protLeadershipProgramattheUniversityofPennsylvaniawheresheteachescourses
inOrganizationalDiagnosis,GroupandTeamDynamics,andStrategicThinkingandPlanning.Inaddition,
Nanciehasdesignedanddeliveredcoursesonnonprotleadership,womenandleadership,andintergroup
relations,andwasavisitinglecturerattheUniversityofHaifaandtheGoldaMeirCenterinHaifa,Israel.Her
publicationsfocusonthecreationofcorporatecommitmenttoorganizationaldiversityaswellasrethinking
studentdisciplineinthecontextofschoolrestructuring.Nancieiscurrentlyservingonthenationalboardof
theAllianceforNonprotManagementandrecentlysteppeddownaspresidentfromthePhiladelphiaCenter
forOrganizationalDynamics.NanciereceivedaB.S.fromCornellUniversityincriminaljusticeandcommunity
psychologyandaPh.D.fromtheUniversityofPennsylvania
withaconcentrationinsocialpsychology.
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BIOGRAPHIC INFORMATION ABOUT AUTHORS(continued)
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Richard H. PriceisStanleyE.SeashoreCollegiateProfessorofPsychologyandOrganizationalStudies,ResearchProfessorattheInstituteforSocialResearch,andProfessorbycourtesyintheRossSchoolof
BusinessattheUniversityofMichigan.Hiscurrentresearchfocusesonleadershipandorganizational
innovation.HeisconductingeldstudiesinIreland,Finland,theNetherlands,Korea,China,andtheUnited
Statestounderstandhowleadersusetheirpoliticalintuitionandsocialnetworkstocreateinnovative
organizations.AsDirectoroftheMichiganPreventionResearchCenterattheInstituteforSocialResearch,
heandhiscolleaguesconductsurveysandeldexperimentsonorganizationalinnovationsaimedat
improvingtheconditionsofworkinglife.TheCenterhasbeensupportedbytheNationalInstitutesofHealth,
theCarnegieCorporationofNewYork,theJoyceFoundation,andtheCaliforniaWellnessFoundation.
PriceisacofounderofICOS,theInterdisciplinaryCommitteeonOrganizationalStudies.Pricewasfounding
DirectoroftheOrganizationalStudiesProgramattheUniversityofMichiganandalsofoundingDirectorof
theBargerLeadershipInstituteatMichigan.In2010PricereceivedtheAmericanPsychologicalFoundation
GoldMedalAwardforLifetimeAchievementintheApplicationofPsychologicalKnowledge.Pricehas
receivedtheDistinguishedContributionAwardfromtheSocietyforResearchandAction,theGroup
PsychologistoftheYearAwardfromtheAmericanPsychologicalAssociation,theInternationalResearch
AwardandthePreventionScienceAwardfromtheSocietyforPreventionResearch,andtheLilaRoland
AwardforPreventionResearchfromtheNationalMentalHealthAssociation.HeisaFellowoftheAmerican
PsychologicalAssociation,theAmericanPsychologicalSociety,andtheSocietyforthePsychologicalStudyofSocialIssues.HeholdsanhonoraryappointmentasProfessorofPsychology,InstituteofPsychology,in
theChineseNationalAcademyofSciences.PricehasservedontheBoardofTrusteesoftheWilliamT.Grant
Foundation,andasanadvisortotheInstituteofMedicine,theNationalInstitutesofHealth,theCarnegie
Corporation,andanumberoffoundations.Hehasalsobeenanadvisortogovernmentagenciesand
corporationsinanumberofcountriesinEuropeandAsiaaswellasintheUnitedStates.
Marian N. Rudermanhasbroadexpertisewith25yearsintheeldofleadershipdevelopment.AttheCenter
forCreativeLeadership,shehasheldavarietyofresearchandmanagementpositions.Marianhaswritten
severalbooksanddevelopedseveralassessmentsandproductsincludingtheGlobalLeaderViewandtheWorkLifeIndicator.MarianiscurrentlyaSeniorFellowandDirector,Americas&EMEA(Europe,MiddleEast,
andAfrica)ResearchattheCenterforCreativeLeadership(CCL®).SheholdsaB.A.fromCornellUniversity
andanM.A.andaPh.D.inorganizationalpsychologyfromtheUniversityofMichigan.
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World Leadership Survey
TheWorldLeadershipSurveyhascontinuedtocollectdataonlineinEnglishsinceitsinceptioninMarch
2008,andbegancollectingdataintwelveadditionallanguagesinMarch2009.Participantsinthe
researchcomethroughpartnerorganizations,interestedindividuals,andenrollmentinCCLprograms.ParticipantslloutasurveyonlinethatishostedbyClearPictureCorporationandtakesthemapproximately
20minutes.Inthanksfortheirparticipation,participantsreceiveafreeCCLGuidebooktodownload
immediatelyuponcompletionofthesurvey.QuestionsaboutthesurveyaresenttotheWorldLeadership
SurveyemailaccountatWorldLeadershipSurvey@ccl.org.Thesampleforthisreportwascollectedfrom
January2008throughMarch2011.This sample includes:
•Atotalof3,874respondentsfromtheUnitedStates,with1,054respondentsfromnonprot
organizationsand2,820fromfor-protorganizations.
•Respondents’companiesrangedfromverysmall(1to9employees)toverylarge(10,000ormore
employees)withthevastmajority(79%)comingfromcompanieswithatleast100employees.
•50%oftherespondentsweremale.
•82%oftherespondentswerewhiteandapproximately6%wereblack,4%wereAsian,and8%were
eitherHispanic,multiracial,oracategorynotdened.
•2%arefromtheSilentGeneration(born1925-1945),14%areEarlyBoomers(born1946-1953),
30%areLateBoomers(born1954-1963),50%areGenXers(born1964-1980),and3%are
Millennials(born1981-2000).
•Mostrespondentsweremanagersorprofessionals:31%ofthesampleindicatedthattheyarein
Top(C-level)orexecutiveroles,24%uppermanagement,and25%middlemanagementandprofessional,
and4%wererstlevelorhourlypositions.
ItisimportanttonotethatthisisnotarandomsampleofNorthAmericanmanagersoremployeesand,
therefore,itisnotrepresentativeofthepopulation.Oursampleconsistsofpeoplewhoareemployedand
whowerewillingtotake20minutesoftheirowntimetoparticipate.
APPENDIX: METHODS OVERVIEWS
3
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Appreciative Interview
Praxisdesignedandfacilitatedthreegroupsbasedonappreciativeinquirymethods,anapproachdeveloped
byDavidCooperriderandothersatCaseWesternReserve(1995).
•Wedevelopedinterviewprotocolsbasedonthethematicareasdeterminedthroughdiscussions
withourCCLprojectpartners.
•Inthecontextofanintroductoryframework,participantswereprovidedwithinstructionsabouthow
toconductinterviewswiththeirpeerswhiletakingnotes.
•Participantsweregiven30-40minutestoengageinpairedinterviewsandthenaskedtollout
a“summarysheet”tohighlightthecriticalaspectsoftheirinterviews.Theywerealsoengagedina
thematic“sense-making”discussionwhichtookplacebetween30and60minutesinthefull
group,andwastaped.
•Afterthesessions,theinterviewnotesandthesummarysheetsweretypedupaswereanynotes
takenbyfacilitators.Thesendingsreectinterviewandsummarynoteswrittenbytheparticipants,
andtranscriptsofthediscussionsaswellasourdiscussionnotes.
Thethreegroupsincluded38participantsandwereheldattheUniversityofPennsylvania(U.ofP.).
Participants included:
•GroupOne:Thisgroupincluded17MBAstudents.Allwerebetween24and33yearsold.Therewere
10womenand7men.Thestudentshadbeeninvolvedasvolunteerswithnonprot-boardplacements
throughoutthe2ndyearoftheirMBAeducation.
•GroupTwo:Thisgroupincluded9students.Allwerebetween24and30yearsold.Therewere7women
and2men.ThesestudentswerepartoftheNonprotLeadershipProgram(NLP),SchoolofSocialPolicy,
U.ofP.Thestudentsallhadbackgroundsinnonprotworkandhaddonenonprotinternships
duringtheyear.
•GroupThree:Thisgroupincluded13participants.Allwerebetween24and60yearsold.Therewere
12womenand1man.Participantsweremulti-generationalNonprotCommunityLeadersfromarange
ofPhiladelphia-basednonprots.Weinvitednonprotleadersfromacrosstheagespectruminan
efforttotestideasaboutwhatwassimilaranduniquetodifferentgenerationsaboutengagingin mission-driven,nonprotwork.
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About American Express
AmericanExpressisaglobalservicescompany,providingcustomerswith
accesstoproducts,insightsandexperiencesthatenrichlivesandbuild
businesssuccess.Learnmoreatamericanexpress.comandconnectwithusonfacebook.com/americanexpress,foursquare.com/americanexpress,linkedin.com/
companies/american-express,twitter.com/americanexpress,andyoutube.com/
americanexpress.
American Express: Developing New Leaders or Tomorrow
OneofAmericanExpress’threeplatformsforitsphilanthropyisDeveloping
NewLeadersforTomorrow.Underthisgivinginitiative,whichrecognizesthe
signicanceofstrongleadershipinthenonprotsector,AmericanExpressis
makinggrantsfocusedontraininghighpotentialemergingleaderstotackleimportantissuesinthe21stcentury.TheAmericanExpressLeadership
AcademyisthesignatureprogramoftheLeadershipgivingthemethatdevelops
thenestemergingleaderswhoarededicatedandpoisedtobeatthehelmof
thenonprotsector.Sinceitsinception,theprogramhasexpandedtoinclude
threeadditionalpartnersandisnowinternationalinreach.
About the Center or Creative Leadership
TheCenterforCreativeLeadership(CCL®)isatop-ranked,globalproviderof
executiveeducationthatacceleratesstrategyandbusinessresultsbyunlocking
theleadershippotentialofindividualsandorganizations.Foundedin1970
asanonprot,educationalinstitutionandfocusedexclusivelyonleadership
educationandresearch,CCLhelpsclientsworldwidecultivatecreative
leadership-thecapacitytoachievemorethanimaginedbythinkingand
actingbeyondboundaries-throughanarrayofprograms,productsandother
services.Rankedamongtheworld’sTop10providersofexecutiveeducation
byBloombergBusinessWeekandtheFinancialTimes,CCLisheadquartered
inGreensboro,N.C.,withofcesinColoradoSprings,Colo.;SanDiego,Calif.;
Brussels;Moscow;Singapore;Pune,India;andAddisAbaba,Ethiopia.Itsworkis
supportedby500facultymembersandstaff.
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