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The transition and retirement of nonprofit executives is a major challenge facing the philanthropic sector. Many executive directors came of age in the 1970s and 1980s and spent their careers working to bring about change in the nonprofit arena, and now decades later, these professionals are beginning to retire or at least slow down.The next generation of nonprofit leaders perceive their professional life differently than those who preceded them, exploring various opportunities to advance their careers, increase their financial security, secure work-life balance or add greater happiness to their lives. America’s work environment is shifting, where according to the Department of Labor, the average person will change jobs five to seven times throughout their career and by age 42, most workers have held 10 jobs.
I have a confession to make. I am extremely involved with an organization I care deeply about, and they don’t have a strategic plan. “Hi, my name is Mendi, and my favorite organization does not have a plan.”
I have worked in politics in one way or another most of my adult life – run campaigns, lobbied the state legislature, served in state government, headed up a trade association, been a business-issues lobbyist, and consulted on strategies for advocacy and direct political action.
The concept of organizational effectiveness has created some buzz in the nonprofit arena, but what is organizational effectiveness and is it really effective?
Whether you’re ready to expand your organizational capacity and move forward with purpose, or just want to talk shop, we’d love to connect.
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