How to Get Started in Social Media for Art League City
From Jitterbug to Twitter: Engaging Every Generation
1. From Jitterbug to Twitter:
Engaging Every Generation
EMILY DAVIS, MNM
EDA CONSULTING, LLC & YNPN SAN DIEGO
SHERRI PETRO
VPI STRATEGIES
AFP SAN DIEGO
JUNE 4, 2010
2. Meet the Presenters
2
Emily Davis, MNM
President of EDA Consulting, LLC
Founder & Board Chair of YNPN San Diego
AFP San Diego Youth Committee Chair
UCSD Professor in fundraising certificate
15 years of nonprofit experience
Expert in multigenerational leadership in nonprofits;
multigenerational family philanthropy; social media as
fundraising and communications tool; and board
governance.
AFP San Diego June 4, 2010
3. Meet the Presenters
3
Sherri Petro
Former Board Member of seven nonprofits
President of VPI Strategies & Founding Partner in
Workplace Evolution
10 years consulting nationally to non-profits, forprofits & governmental agencies
Expert in organizational capacity building,
strategic planning and multi-generational
communication
AFP San Diego June 4, 2010
5. Outcomes
5
Define generational mix
Identify frameworks for leadership gaps
Provide creative strategies and solutions for
leveraging every generation for organization’s
mission.
AFP San Diego June 4, 2010
6. The Generational Mix
6
NATIONAL LANDSCAPE
GENERATIONS DEFINED
GENERATIONAL WORK STYLES
GENERATIONAL SIMILARITIES
AFP San Diego June 4, 2010
7. What is the generational mix?
7
Traditionalists
Born
1925-45
65-85 years
Baby Boomers
Born
1946-64
46-64 years
AFP San Diego June 4, 2010
Generation X
Born
1965-80
30-45 years
Generation Y
Born
1981-?
Under 30 years
9. Traditionalist Work Style
9
Catalyst for the
Why customize?
nonprofit organization
Management style:
top down
Respect for authority
Can be tough for them
to use their own
judgment
Believe in the value of
AFP San Diego June 4, 2010
work more than finding
personal meaning
Separation of work and
home
Acknowledged for what
they know as well as what
they do
Loyal
10. Baby Boomer Work Style
10
Appreciate hierarchy and
Optimistic and idealistic
inclusion
All about respect
Self-improvement
Strong work ethic
Desire flexibility
Struggle with work/life
AFP San Diego June 4, 2010
balance
Into symbols of
recognition as rewards
11. What Boomers/Traditionalists Want
11
More training and experience from next
gen
Acknowledgment of their contributions to
the sector
Recognition of how they can continue to help now,
just not in the past
Respect for the legacy they have created
Questions about their information and ideas for the
sector – Boomers only!
AFP San Diego June 4, 2010
12. Gen X Work Style
12
More self-reliant
Results-oriented
Like to solve their own
Sound byte processing
problems
Multi-taskers
Money-motivated
Direct communicators
vs. reading in between
the lines
Job movement
Collaborative
AFP San Diego June 4, 2010
Work solo and yet on
teams
Instant gratification
Need for external
recognition as reward
13. Millennials Work Style
13
Digital natives
Desire mutual respect
Work on their own
Ready for
terms
Think globally
Want customization
Desire interactivity
Express to express -not impress
Multi-taskers
AFP San Diego June 4, 2010
collaboration
Want to make a
difference thru
practical know-how
Celebrate diversity
Acknowledgement for
being here
14. What Next Gen Wants
14
Advice from older generations that will inform their
leadership
Acknowledge new leadership ideas, structures, and
vision for the sector
Share ownership of the sector
Receive important lessons from older generations
Flexibility from older generations about new
leadership qualities and approaches
The REAL story and history about organizations
AFP San Diego June 4, 2010
15. How has this affected your org?
15
Work ethic
Work priorities
Time sensitivities
Company loyalty
Different communication
Meeting management
vehicles
Retention
Subscription to
technology
Change
AFP San Diego June 4, 2010
Level of respect
Entitlement
Training
16. Where are we similar*?
16
We receive great reward
For the work we do
From the people we work with
And the belief that we are contributing to society and our
current jobs
We receive great satisfaction from our
accomplishments at work
*CCL Emerging Leaders Research by Ross DePinto, 2003
AFP San Diego June 4, 2010
17. Generational Similarities
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We have
A desire to learn
A desire to be acknowledged
A desire to be rewarded
We want
To be trusted, valued and respected
To succeed
AFP San Diego June 4, 2010
19. Defining the Leadership Gap
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The period of time when executive Boomers are
preparing to leave their leadership roles to when new
leadership is installed.
Describes not only temporal gaps, but perceptual
gaps in what well-qualified leaders look like.
The lack of communication, preparation, and
support available among multiple generations of
leaders.
AFP San Diego June 4, 2010
20. Defining the Problems*
20
Replacement Theory
Staying On Top
Redefining the Position
Recognition Problem
New Structures and Practices
*Working Across Generations, 2009
AFP San Diego June 4, 2010
21. Replacement Theory
21
Not enough people to fill leadership gaps so we need
to develop a pipeline.
Not very motivating or innovative
Solution: If we recruit and train enough people we
won’t have a problem. Develop a pipeline.
Target MBAs
Recruit into the sector
AFP San Diego June 4, 2010
22. Staying On Top
22
Current EDs stay in charge and there is little to no
room for the next generation to lead and redefine the
sector.
Parallel activities will exist where Boomer-led orgs
will continue as usual and the next gen will start new
orgs.
Solution: Find ways to integrate these new ideas into
the sector. Shift Boomer leadership roles in the
sector.
AFP San Diego June 4, 2010
23. Redefining the Position
23
The traditional idea of the Executive Director is no
longer appealing or effective.
Solution: Look to new models of leadership that
distributes the responsibilities of the ED.
Examples:
Co-directors
Flattened hierarchy
Team approaches
Coaching
AFP San Diego June 4, 2010
24. Recognition Problem
24
There is a generation ready to step up to the plate
that feels invisible to the current leadership.
Solutions:
To recruit, look in your own back yard
Acknowledge current contributions of next gen leaders
Shift mental models – diversity, mentorship
AFP San Diego June 4, 2010
25. New Structures and Practices
25
Current organizational structures are outdated.
Solution: Evaluate current models and redefine
structures
Outcomes:
Innovative, flexible, and fun orgs
Advance the sector
Support current staff
Attract and build the next generation of leadership
AFP San Diego June 4, 2010
27. Top 10 Ways to Leverage the Generations
27
1.
2.
3.
4.
5.
Acknowledge each generation’s value
Recruit more emerging leaders into leadership
roles
Encourage work/life balance – be flexible
Invest in diverse strategy development process
Overhaul in performance appraisal system
AFP San Diego June 4, 2010
28. Top 10 Ways to Leverage the Generations
28
6. Create internships/mentorships
7. Invest in professional development
8. Make it possible to hand over
leadership/succession planning
9. Be flexible and innovative
10. Create opportunities to share information cross
generationally
AFP San Diego June 4, 2010
29. Resources
29
AFP SAN DIEGO MENTORSHIP PROGRAM
AFP SAN DIEGO YOUTH COMMITTEE
YNPN SAN DIEGO
WEBSITES AND BLOGS
ARTICLES AND PUBLICATIONS
AFP San Diego June 4, 2010
30. AFP San Diego Mentorship Program
30
Crucial to the future of the sector, and to San Diego itself, the mentorship
program creates partnerships to informally guide emerging fundraising
leaders, while also focusing on a specific project to create new successes
for San Diego’s nonprofit organizations.
Whether you are an experienced professional or have recently begun your
fundraising work, participation in the Mentor Program is a rewarding
experience.
Participation requires 20 hours for both the Mentor and the Associate
Mentee, and there is a cost of $50 for the Associate Mentee. Once the
fee has been processed you will be assigned a mentor.
AFP San Diego June 4, 2010
31. AFPSD Youth Committee
31
The Youth Committee sees the next generation (ages 40
and younger) of fundraisers and philanthropists as key to
the future of not only the fundraising community, but the
nonprofit sector as whole. As such, the Youth Committee
continues to advocate for the next generation of
fundraising professionals in the San Diego nonprofit
community and in AFP San Diego.
The Committee focuses on having a strong representation
of emerging leaders participating in AFP San Diego as
well as ensuring that AFP San Diego considers emerging
leaders when it develops programs and member benefits.
AFP San Diego June 4, 2010
32. YNPN San Diego
32
By sharing information, connecting individuals and
building skills of emerging leaders, YNPN San Diego
serves to bridge the gap between emerging and
seasoned leaders ensuring San Diego’s nonprofit
sector has the leadership necessary to continue meet
the community’s needs.
AFP San Diego June 4, 2010
33. Websites and Blog Resources
33
Websites/Orgs
Blogs
Building Movement
Rosetta Thurman
Project
Emerging Practitioners
in Philanthropy
CompassPoint
The Chronicle of
Philanthropy
Nonprofit Workforce
Coalition
Bridgespan Group
AFP San Diego June 4, 2010
New Voices in
Philanthropy
Next Gen Consulting
Café (San Diego)
Nonprofit Leadership
601 (San Diego)
34. Publications and Articles
34
Working Across Generations
Work With Me: Intergenerational Conversations for
Nonprofit Leadership (workbook)
Ready to Lead? Next Generation Leaders Speak Out
Stepping Up or Stepping Out
Daring to Lead
Next Generation and Governance
Executive Transition in San Diego’s Nonprofit Sector
AFP San Diego June 4, 2010
35. Next Gen Philanthropy Resources
35
21/64: www.2164.net
Resource Generation: www.resourcegeneration.org
Millenial Donors: A Study of Millenial Giving and
Engagement Habits
The Next Generation of American Giving
Creating Change Through Family Philanthropy
Passing the Torch: Attracting and Cultivating the
Next Generation of Philanthropist
Trading Power
Legacy & Innovation
AFP San Diego June 4, 2010
What do you really want to know today? What are you looking to get out of this?
Sherri
Small group: What experiences influenced and informed you as you grew up? Break up based on tables.
What has influenced these generations?
We are influenced in these generations by key activities/shared reference points – world wars, 9/11, women’s movement
Boomers: Martin Luther king, Jr., Gloria Steinam, The Beatles, tv, vietnam war protests
Gen X: Bill Gates, internet, Rodney King, Berlin Wall, Apartheid, Madonna, children of divorced parents, Seinfeld, Friends
Gen Y: 9/11, Facebook, ipods, American idol
Millenials are going to be second in size to Boomers – could rival the size depending where we call the end of the generation
Emily’s comments – catalyst…, management style
MOTIVATIONS: Leaving a legacy; Security defined as safety, money; Loyalty; Their health; God, duty and country; Education; Being useful; Pride; Fear
MARKETING - THINK: Conservative imagery; Legacy; Family; Healthy couples; Won’t spend a lot; Well-known brands
Emily – appreciate hierarchy and inclusion
INFLUENCERS: Martin Luther king, Jr., Gloria Steinam, The Beatles, tv, vietnam war protests
Build the infrastructure of the nonprofit sector – learning by doing, improvisation – hasn’t helped with transferring the knowledge and skills of the sector. Can be resentment from these folks who have worked SO hard for the sector and see the younger generations doing things in a more sustainable way.
MOTIVATIONS: Money; Status; Toys; Fear of failure; Guilt; Transformation; Making a Difference; Accomplishments; Being best in class; Having choices; Sharing shows up as teamwork; Respect; Service; Process
MESSAGING: Work hard and deserve it; Keeping up with the Jones’; Didn’t get it as a kid so I am taking care of myself; Living the good life defined by materialism
IMAGERY: Healthy
The boomers are a hard act to follow,
MOTIVATIONS: Money; Balancing work and home/family; Results; Efficiency; Money; Challenge; Flexibility; Healthy lifestyle; Hybrids – making things their own
MESSAGING: Straight talk; Get to the benefit or result; No B.S or unsubstantiated claims; Informal; Reduce sexism; Increase Environmentally friendly verbiage; Humor; Thought provoking comments
IMAGERY– Inclusive
MOTIVATIONS: Relationships; Varied experiences; Celebrity; Feedback; Mutual respect; Happiness; Materialism; Cause; Creativity; Community; Environment; Money; Having experiences
MESSAGING: Green and NOT green washing; Sexy
IMAGERY: Multiracial imagery
Challenges: long hours make it difficult to have a life outside of work, going back to school, change jobs, look at different interests, have families; more plugged in than previous generations
Reasons for working for an NPO:
Enjoy giving back to the community - 82%
Personal sense of satisfaction - 81.5%)
Positive work environment - 58.3%
Professional challenges - 57.2%
Co-workers - 56%
Working with clients: 42.7%
Encouraging and supportive leadership: 40%
Professional development opportunities: 37%
Other: 3.4%
Financial compensation: 2.8%
Sherri to look for emerging leader corporate stats
How have generational differences affected your organization?
Harmony is preferred
We want to be on the same wavelength
We all need clear communication
People do not like to operate out of fear
Everyone likes to have fun
According to a 2004 Annie E. Casey Foundation survey, “more than 2,200 nonprofit organizations found that 65 percent of respondents expected to go through a leadership transition by 2009, while just 57 percent had experienced a transition during the past 10 years (2005, p.2).”
In 2006 in San Diego, 68% of the nonprofit leaders expected to leave within 5 years. (Executive Transition in San Diego’s Nonprofit Sector)
In 2006, report indicated that there would be 640,000 vacant senior management positions in the nonprofit sector in next 10 years (the Leadership Deficit)
45% of respondents in a YNPN report stated that they will leave the nonprofit sector. Why? (Stepping Up or Stepping Out)
Originally thought there was one specific problem to be solved, but that is not the case. There are multiple leadership problems to be addressed for the future of nonprofits
Multilayered issues related to leadership.
This is the most common identification of the problem, but there are issues wit
More attractive to new leaders
Be flexible about what the image of leadership is
Despite the outward promotion of hiring people of color only 17% of exec dir are people of color and yet we know the US population is becoming more diverse. We need to reflect that diversity in our leadership.
Boomer leaders are really busy and often don’t know how to develop the next generation of leaders
Hierarchal organizations that were created in the 60s and 70s – popular business model that eventually became bureaucratic
Little support from funders or boards to make change that would make decision-making and process more appealing.
Small group question: Now that you know what you know about the generations, where do you see the opportunities?
Sherri to start and we’ll switch off. Sherri – odd; Emily - even
Mentorship – define the relationship, clarify expectations, pay attention to race and ethnicity, teach older leaders (older mentors may not automatically know how to mentor)
Programs: online networking (most reach), sector socials (in-person networking), professional development, and mentorship (not for fundraising or executives, but early-mid career professionals)