What We're Learning | Leading Edge

What We're Learning

What We're Learning | September 2024

September 4th, 2024by Leading Edge

Here's what the Leading Edge team is learning about culture, executives, and boards this month.

Colorful ropes intertwine.

Welcome to the state of VUCA, aka our new normal

In our new "VUCA" normal — a world of volatility, uncertainty, complexity, and ambiguity — the pace of change has accelerated dramatically with the advent of new technologies, requiring philanthropic organizations to adapt quickly. To navigate this landscape effectively, Barry Finestone (LE board member, non-voting), President & CEO of Jim Joseph Foundation, proposes three key mindsets for crisis response: embracing "good enough" over perfection, implementing rapid decision-making systems, and fostering trust within the philanthropic community. Recognizing that VUCA is now the norm, it's crucial for the philanthropic field to collaborate, share experiences, and apply best practices from past crises to better prepare for future challenges.

CULTURE

The Great Regression: Employee engagement in 2024
Globally, employee engagement has reverted to pre-pandemic levels, sitting at 71%, according to Culture Amp. This figure comes amid a complex landscape where confidence in leadership drives engagement, even as general perceptions of leaders continue to decline. Workers are finding fulfillment in meaningful tasks and team connections, but express frustration with pay and workload issues. The findings reveal a call for greater transparency from leaders as organizations navigate post-pandemic changes and global uncertainties.
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Instead of red lines, let’s draw 12 paths
Rabba Yaffa Epstein advocates for moving beyond divisive "red lines" within the Jewish community by embracing the idea of multiple paths, as exemplified by the twelve tribes of Israel. Each tribe's unique journey through the Red Sea symbolizes the value of diversity within unity. This perspective encourages focusing on shared goals while respecting different viewpoints, promoting a more inclusive environment. The result is a stronger, united Jewish community where diverse voices contribute to addressing contemporary challenges and nurturing future generations.
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JFN (podcast): Joshua Foer - Innovating Jewish Education and Storytelling
McKinsey & Company: It’s cool to be kind: The value of empathy at work
Allwork.Space: Productivity Without Burnout: How Less Work Time Can Equal More Output

EXECUTIVES

RTO, team conflicts, layoffs, mental health: more tough conversations are falling on middle managers
Middle managers are grappling with an expanding array of difficult conversations in today's volatile business climate, including return-to-office policies, team conflicts, mental health concerns, and layoff announcements. This growing burden, coupled with their traditional duties, leaves many ill-equipped to handle the complexities of maintaining productivity and team cohesion in hybrid environments, underscoring the need for better training and support to enhance their interpersonal skills. Current training methods are largely ineffective, with only 25% of managers finding them helpful.
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What High Achievers Need from Their Mentors
Even the best-performing individuals need guidance to avoid complacency, continue growing, and reach new heights. High achievers need mentors who encourage them to embrace continuous learning and improvement with a growth mindset, which includes viewing failures as learning experiences and opportunities for development rather than setbacks. They also need support to develop a deeper understanding of their own emotions and those of others through emotional intelligence, and to embrace a more intentional approach to broadening and strengthening their network.
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HR Dive: 6 ways employers are investing in compensation and benefits
The Chronicle of Philanthropy: The Empty C-Suite: Nonprofit Executives Are Leaving to Become Consultants
HBR: How to Equitably Assign High-Profile Work

BOARDS

Before the Exposé Hits the Front Page
Nonprofit consultant Joan Garry draws crucial lessons from recent high-profile controversies like GLAAD's, offering nonprofit leaders essential crisis management strategies. At the heart of effective governance lies a delicate balance: nurturing organizational growth while maintaining responsible oversight. Proactive planning is key, with boards needing to anticipate potential pitfalls, evaluate the optics of their decisions, and foster leadership throughout the organization. In today's media landscape, where scrutiny of nonprofits — especially advocacy groups — is intense, boards must be prepared for potential backlash.
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Nonprofit Board Members Are Educators and Advocates
Nonprofit boards serve a crucial function as educators and advocates, roles that should be embedded in their organization's Theory of Change and values. According to nonprofit consultant Mike Burns, proactive steps, such as planning constituent outreach and voter education initiatives, are essential as elections draw near. While nonprofits must navigate IRS regulations, individual board members and volunteers can more freely engage in advocacy and education, effectively championing causes and supporting aligned candidates within legal boundaries.
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