Leadership for Well-being is a rigorous and demanding exploration of self, community, work and home currently under development. Artistic expression is at the core of the program, providing and integrative approach for discovering innovative ways to tackle tough social problems.
Developing the Next Generation of Nonprofit Leaders
In 2017, Pinetree Institute is focusing on an initiative to address the nonprofit leadership crisis in America. The nonprofit sector is in the midst of a critical period of transition. Times of severe economic stress, coupled with greater demand for nonprofit services, require a heightened level of creativity and commitment to address the changes that are occurring. One of the most critical changes for these companies is the looming transition of executive leadership. Key findings in the San Francisco based, CompassPoint Nonprofit Services 2011 Daring to Lead report states: “Though slowed by the recession, projected rates of executive turnover remain high and many boards of directors are under-prepared to select and support new leaders.” Of the 3,000 executive directors responding to the 2011 Daring to Lead surveys, 67% are planning to leave their organizations within five years. By 2016, we will need 640,000 new senior nonprofit managers according to the Stanford Social Innovation Review.
This process began about ten years ago as baby-boomers, founding leaders of many large and small nonprofits in America, began to step down in retirement. The next generation of nonprofit leaders are painfully aware of this crisis. Rosetta Thurman, a pioneer nonprofit leader, speaks for many emerging leaders when she writes in her blog,
“Most young people are not so much daunted by nonprofit work – the work is what they came to do – but by the lack of support available for nonprofit workers.”
In 2008, CompassPoint teamed with Meyer and Annie E. Casey Foundation to produce Ready to Lead? Next Generation of Leaders Speak Out, a telling report where 6,000 emerging leaders expressed their desire to assume the executive director role but several barriers impeded the passing of the torch. Two of the top reasons, emerging leaders said, they would not fill these leadership positions included: lack of work-life balance and lack of mentorship opportunities.
Top institutions like Harvard Business School and Stanford University are beginning to address these two issues but there is little access to these quality programs for young professionals on very tight budgets. Further a Harvard Business School working paper by Kash Rangan, Lisa Chase, and Sohel Karim, cites that the a lack of cohesive strategy by corporate giving programs has squandered much of their effort to do good.
Whether they lead socially responsible companies, corporate foundations or the nonprofit frontline organizations, we must invest in preparing our next generation to lead our institutions of good work. By 2020, five generations will be working side by side in the workplace with Millenials (born 1980-2000) representing 50% of the workforce. By sheer numbers, Millenials will be the ones to shape the workplace of the future (The 2020 Workplace, Jeanne Meister).
For a fraction of the cost of an Ivy League degree, the Pinetree Institute faculty brings significant corporate and nonprofit leadership experience to address these very needs of managers in the nonprofit sector. Of utmost importance is to address the paradigm shift of managerial styles from hierarchy to collaboration. The Pinetree Institute program is designed to develop these capacities both through the content of the program and the design of the experience itself.
Whether they are ready or not, members of Generation Y and Millennials are going to shape the coming decades of giving back. Nonprofits don’t have a conscience, people do. If young workers want something changed in their organization, it will need to start with them. They are the people with the power, the question is what will they do with it?
In its pilot stage, the initiative is a ten-month certificate program that focuses on a cohort of twelve to fifteen emerging leaders chosen from a diverse set of nonprofit and corporate giving organizations. With this initiative, Pinetree aspires to empower a new generation of leaders to change the world in which they work. By encouraging a vibrant culture of collaboration and reflection, Pinetree will train the next generation to be active and informed community leaders able to contribute to public discourse and debate to create a sustainable and equitable society.
The Leadership for Well-being Program enhances technical learning and social competence through supported work related activities that address pertinent issues and revolve around three multi- day sabbatical experiences at Pinetree Farm. The program will serve as a model for addressing the well-being of both the individual and the organization they will soon lead. The core model of the program as well as the core model of development is based on the proven concepts of well-being, personal resilience and integrated development that have emerged in such diverse fields as positive psychology, interpersonal neurobiology and integrative philosophy and which are supported by the great Wisdom Traditions and indigenous knowledge systems of cultures around the world.
Identified participants will gain multiple opportunities to engage and reflect on their leadership skills in an active learning environment that addresses innovation and mindfulness at the personal, team, organizational and societal levels. They will gain additional skills to guide their organization through changes based on its current mission, purpose, and goals.
Pinetree Institute is uniquely qualified to provide innovative leadership development training that address leadership trends towards adaptability, self-awareness, collaboration, and network thinking. In a 2009 IBM study, CEOs named creativity as the most important skill for future leaders. Pinetree Institute has a training backbone in creativity and leadership development through authentic movement, organizational leadership and well-being with a solid background in creative expression and the arts. Leadership development is moving away from isolated behavioral competencies towards complex thinking abilities, redefining leadership as a process rather than a role. This process thinking is at the core of the Pinetree approach.
Each session will collect and compile individual participants’ qualitative and quantitative feedback on program content, presenter/facilitator, and learning activities in written form. Pinetree Institute will review the compiled evaluations with its Board Members and funding sources. Upon completion of the program, Pinetree Institute will measure each participant’s professional path based on increased responsibilities, role changes, and promotions upon completion of the program after a 6 month and 12 month time frame. This information will be used as on-going formative evaluation to refine and focus the program design and elements.