Challenge: Nine new executive directors came together to create a learning community for conservation movement leaders. The group aimed to learn about topics related to nonprofit management, governance, institutional advancement, and healthy partnerships. While the group could pursue organizing the learning program by themselves, they decided they would be better supported by a facilitator who would create the content and lead them, working collaboratively with the group to create a program that met the group’s needs.
Approach: After interviewing each of the participants about their hopes for the program as well as the challenges they were facing with their organization, I worked with a planning committee to plan the monthly learning sessions. Each participant completed a self-assessment of their executive director competencies and drafted a professional learning plan to define their learning goals for the program.
During each monthly session we used half the session to dive into a topic and the second half for the group to participate in peer coaching circles. Peer coaching circles can take a number of different forms. To keep it simple, I set two basic ground rules for the time. Each person would present their challenge briefly and then the rest of the group would ask questions for a set amount of time. This process helped each person think aloud about their challenge and the questions from the group helped them consider aspects that they might have missed. This also provided the ‘questioners’ practice with being in a coaching stance, rather than jumping in with a solution. This was a useful skill for them to develop as they supervise staff. In between meetings, pairs met as accountability partners.
Monthly topics included organizational culture, staff management, board development, strategic planning, mapping organizational impact, and creating a organizational dashboard. We culminated the program with a retreat that combined time with accountability partners, focus on a couple content areas as well as topics identified through an open space process.
Results: Participants reported that they:
Felt less alone. “It’s lonely at the top.” This sentiment was expressed early on as the peer-learning network was forming. Being able to compare notes, share wins and challenges and get feedback from peers was invaluable. It helped those in the network feel less lonely as they developed a group of trusted colleagues to whom they could reach out in times of doubt and challenge.
Thought bigger. Several participants came into the program feeling confident about their abilities in running programs. They were unsure, however, about shifting to a more strategic level of organizational leadership. Through feedback from participants and others, they were able to shift their perspective and see how they could take their program management skills and use them as the foundation for their strategic work as executive directors.
Built accountability. For new executive directors, this may be the first time they’ve worked without a direct supervisor. To help each participant achieve their goals, they paired up with an accountability partner and regularly met to discuss their progress. This practice is grounded in research that shows that if you write down your goals you are more likely to achieve them. If you share them with another person and then check in with that person on how you are doing on your goals, you are even more likely to follow through. These pairings not only helped participants advance their work, it strengthened their connections within the network.
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