Charities Would be Wise to Adopt Professional Management and Oversight Standards

Doug White, director of the Heyman Center for Philanthropy and Fundraising at the New York University School of Continuing and Professional Studies, provides excellent advice for management of nonprofits.  

Sometimes it does amaze me how nonprofits operate without any business sense whatsoever.  As a business owner myself, I understand the concept of responsible money management.  However, I frequently see nonprofits that spend beyond their means, or offer compensation far beyond the capacity of the organization, or have boards of directors that haven't the first clue as to their roles and responsibilities.

The link in the title above leads you to Mr. White's book.  Might be a good idea to pick one up and pass it around your board.  Bunnie

Charities Would be Wise to Adopt Professional Management and Oversight Standards

by Doug White

Although the nonprofit world has grown tremendously over the past decade – nonprofit expenses fast outpacing GDP, for example – the management approach at charities has, in large part, stayed informal.  In the past, charities were largely comprised of a few people who shared similar heartstrings and, if nothing scandalous happened, the public pretty much thought they were doing good by society.  Although that’s true today for many charities, scrutiny by the public and by regulators has increased dramatically, and charities – large and small – would be wise to adopt professional management and oversight standards.

Unfortunately, those standards don’t exist.  At best, we’re relegated to wobbly conversations about best practices; the worst among us just don’t care, and think their philanthropy is an extension of their business ventures or their personal egos. Does the name Madonna (Raising Malawi), Greg Mortenson (Central Asia Institute), or Lance Armstrong (Lance Armstrong Foundation) ring a bell?  All have run charities where either they or their charities have run into trouble – within the last few months.  And there have been others.

Not all charities need the highest, most sophisticated levels of governance; not all charities need federal and state charitable tax experts– attorneys and accountants – to serve as either advisors or board members; not all charities need the most accomplished executive directors.  But all charities – as they all have in common that they were formed to serve the public good in a way that neither business can nor government will – must do their best to run themselves in a businesslike manner.  At least to a point – and, as important, run themselves as stewards of the public trust.

Admittedly, there is a limit to the idea that a charity is a business.  There is no question that charities need to balance their books and operate in a professional atmosphere – indeed, almost all charities are incorporated as businesses – but while business principles provide the basis for the basics, they alone do not serve a charity well in fully pursuing its mission.  For that, a nonprofit needs vision and an understanding that the enterprise is not at all private: it is public in the most literal sense of the word.  When an organization is granted tax exemption – when its donors are entitled to a tax deduction and its own profits are untaxed – it takes money from the public; it diverts money from the Treasury.   For that reason – a reason quite separate from the growing swell of public scrutiny – charity leaders, both staff and trustees, need to be fully aware of financial, governance and ethical pitfalls.

That awareness does not come about by accident or even goodwill.  It grows from a sincere commitment to serve society in an intelligent way.  And that means tomorrow’s leaders (and as many leaders of today who are open-minded about staying up on things) must take seriously opportunities for learning.   Tomorrow, take note, may be here sooner than we think: A recent study by the Meyer Foundation, “Daring to Lead,” reports that fully two-thirds of all nonprofit executive directors are planning to leave their jobs within the next five years.  Talk abut turnover.  The replacements will need solid training to prepare them to deal with issues that, quite frankly, most of them probably don’t think they should have to anticipate.  But today’s daily headlines should be a forewarning to them, as well as a warning to executive directors and board members who are on the job today.

Like anything else, running a nonprofit is a skill no one is born with.  Just as future professionals enroll in universities that offer business, law, and medical programs – as well as many other types of graduate learning – today’s nonprofit leaders would be wise to understand that their organizations will have the best opportunity to thrive if they are run by people who know what they are doing – by design, not by chance. 

Doug White is the academic director of the Heyman Center for Philanthropy and Fundraising at the New York University School of Continuing and Professional Studies. His most recently published book is "The Nonprofit Challenge" (Palgrave Macmillan).

Firing High Maintenance Volunteers

I love coming across material that has resounding implications for nonprofit management.  Thomas McKee writes an article about a subject that preplexes us all...how do you "fire" a volunteer?  In terms of management discomfort, firing a volunteer has to rank at the top.  But the truth is, from time to time, you have to do it.  As I was discussing this article with a friend he told me of an instance in which a volunteer made outrageous promises on behalf of the organization, and he had to spend an extraordinary amount of time cleaning up the mess as well as the embarassment.  I hope you enjoy and take to heart Thomas' article.  Bunnie

How to Fire Volunteers and Move On
by Thomas W. McKee

In every workshop on volunteer management I am asked the question, "How do you fire a volunteer?" Volunteers don't get paid. Why would I want to fire them? Couldn't we just let them continue doing what they want to do when they want to?

Unfortunately, it isn't that simple. Volunteer roles are very important to the mission of the organization, and if the job isn't getting done or if the volunteer is lowering the morale of the other volunteers, we have a responsibility to correct the situation. It could be that the reason we want to get rid of a high maintenance volunteer is because they are not fulfilling their responsibilities, or it could be that they are just impossible to work with. However, before we make that decision, we need to make sure that we have taken every performance-coaching step to correct the situation. Performance coaching, the one-on-one meetings that happen between the manager and the volunteer, may provide an opportunity to resolve our concerns. Some organizations, like the California State Railroad Museum, have formal performance reviews for all volunteers and regular performance management meetings.

If the volunteer manager has developed very specific job descriptions and expectations, the manager can talk to the volunteer when those expectations are not being met. All of these alternatives are both easier to implement and managerially smarter than making a decision to terminate a volunteer. They recognize that there are many reasons why a person may be behaving inappropriately, and that some of these reasons have answers other than separating that person from the program. We strongly urge that you to consider each of these alternatives before deciding to fire any volunteer. The goals of performance-coaching are to get the project back on target. If the volunteer does not do the job, it is time to find a replacement.

Before you have the firing meeting, be sure to check out the legal ramifications of such a decision.

Legal Issues

It is not outside the realm of possibility that a terminated volunteer could sue you and your organization. Even if no one sues, carefully following a clearly defined process will assure everyone in the organization that people were treated fairly. Emotional and unexpected dismissals could cause upheaval in your organization. Legal issues are never simple, and every nonprofit agency is unique. Always check with your organization's lawyer before making any legal decisions. Many liability concerns can be avoided by carefully screening volunteers before they get involved.

In addition to job descriptions you would be well advised to develop a volunteer manual that clearly outlines the duties and responsibilities of your volunteers. This is especially important if you do face the need to terminate someone. The more documentation you have, with conditions and policies for termination, the safer you will be. To be doubly safe, be sure to distribute the policies to new volunteers. Some organizations even have the volunteers sign a letter of agreement outlining the expectations on the part of the organization and the volunteer. Board members are handled a different way since their service (and termination of such) is covered by the bylaws of the organization. Terminating a board member is a matter for the board as a whole to act according to the bylaws.

Legal Justification

There are two legal justifications for firing a volunteer. The first is simply that the goal of an organization is to deliver quality service to the members and/or clients. The organization must have policies and practices, which call for the volunteer to be accountable for the highest levels of performance. If the volunteer is a barrier to that delivery, then the agency has a legal obligation to take some sort of action. But these expectations of quality service and the service required by both paid and volunteer staff need to be spelled out in a policy manual.

A second legal justification has to do with giving significance (value) to volunteer service. By allowing just any quality of service for the volunteer, the organization conveys the impression that the volunteer work done is irrelevant and insignificant. An organization that does not care enough to enforce quality of volunteer work communicates to other volunteers that their volunteer work is insignificant.

Developing a System for Making Firing Decisions

If you do, however, encounter a situation in which none of the performance coaching alternatives work, it is helpful to have in place a system for dealing with problems. Some agencies have been sued by terminated volunteers, and many agencies have encountered political and community relations problems. The system that follows is designed to help the volunteer manager both in making and in justifying the decision to terminate a volunteer. Essentially, it has three parts:

Part I: Communication of Clear Expectations

The first stage of the system is development and clear communication of position expectations. The organization needs a set of official policies regarding volunteer personnel issues. It is especially important to have policies on probation, suspension, and termination. The organization sets in place a planned orientation program with very specific examples of the requirements and unacceptable behavior. The specific position charter must outline the objective of the position (i.e. - attend 8 of the 10 board meetings).

Part II: Investigation

The assumption behind part II is that the volunteer manager has tried all of the suggestions in performance coaching (listening, coaching, training, etc.) and nothing seems to be working. Those volunteers whose performance is unsatisfactory are told of their deficiency, counseled on improving their work, and then re-evaluated. Failure to conform to the quality standard over time becomes grounds for termination. The investigation is the collection of the data to make sure that the volunteer is truly not fulfilling the job requirements. Part of the investigation is to make sure that the volunteer manager has done a fair job of enforcing the system to all volunteers. This is not only to be fair to the person being fired, but also to make sure that you are not putting yourself in the position for litigation. In cases where the wrongful performance is not incremental but is substantial in nature such as inappropriate relations with a client or breach of confidentiality then what is needed is some "proof" that the volunteer did in fact commit the wrong-doing. This might be testimony of other volunteers, staff, or the client.

During the coaching and investigation period, it is very important to document, document, document. The manager should keep a personnel file on the volunteer and keep write up a brief summary page on each meeting. A summary page would be:

Performance Coaching Meeting:

Manager: Jon Jackson


Volunteer: Lucky Smith


Discussion: I talked with Lucky about not showing up for his volunteer shift at the information desk on June 5, July 6, and August 14th. He said he had a family emergency in June, was on vacation in July, and just forgot in August. He was sorry and would try to do better. We talked about him getting a replacement when he could not make it. He said he would.

Sounds great, except in September Lucky didn't show up again. You called him the next day to set up a meeting with Lucky to terminate his position.

The documentation also demonstrates that the volunteer manager do a fair job of enforcing the system. It requires equal and fair application of the rules (no playing favorites), appropriate penalties (graduated to the severity of the offense) and, if possible, a review process, so that the decision does not look like a personal one.

You will note that the above processes mirror the common personnel practices for paid staff. They are, in fact the same, and they should be, since evaluating either paid or unpaid staff should follow the same rules.

The advantages of this system are two-fold. First, they assist the volunteer manager in making the right decision, and in feeling comfortable about making that decision. The system is fair to both the volunteer and the agency if properly followed and tends to produce 'correct' answers. It also allows the volunteer manager to divert to a less drastic solution as appropriate.

Second, the system helps develop a case for firing that can be utilized to explain the decision to others, whether internally or externally. In practice, in fact, an odd side effect of this systematic approach is that many problem volunteers decide to voluntarily resign rather than face the inevitable and seemingly inexorable conclusion of the process.

Part III: The Firing Meeting

Regardless of the system utilized to reach the decision to terminate, someone has to actually convey that decision to the volunteer. This will never be a pleasant experience, but here are some tips that may help:

Conduct the meeting in a private setting. This will preserve the dignity of the volunteer and perhaps of yourself.

Be specific. Some managers are so vague that the volunteer walks out of the meeting wondering if he or she was fired or offered a job. The volunteer manager may tell Steve that his work with kids was fantastic. The inner city young people loved him and they would love to put him on full-time staff. Then the manager says that the staff were concerned because Steve tended to be late, and he often didn't show up.

Words like "tended" and "often" are vague, especially when couched between phrases such as "fantastic" and "love to have him on full-time staff." What the manager needed to say was, "Steve, in spite of your rapport with our inner-city young people, we just cannot depend on you. On September 10th, 17th and 24th, you did not show up and we were counting on you. I talked to you about this and you said you agreed that if you could not make the commitment to be there each week, we would need to replace you. We have found someone to replace you and are taking you off of our volunteer team."

Don't negotiate—just state your decision. The purpose of the meeting is simply, and only, to communicate to the volunteer that they have not met the specifics of the performance expectations and they are no longer going to be needed. You are going to find a replacement. If they have a uniform or keys, you need to collect them immediately. If the volunteer wants to vent, let them vent, but just listen—don't become defensive and try to defend. Since many non-profit organizations have a social mission, and we truly care about people, we are tempted to counsel this person. That is not the purpose of this meeting. Any attempt to counsel can send a mixed message.

Follow-up. Send a follow-up letter (sample below) to the volunteer stating your appreciation and anything positive that you can say; however, state the decision to terminate the volunteer letter of agreement. Inform the staff and other volunteers on the team of the decision. Be sure to keep the details confidential. The volunteer will usually tell the details.

Sample Letter:


Dear Lucky Smith,


Thank you for your interest and involvement in CCC and the time you spent volunteering as a receptionist at our information booth. This is such an important position as we make many public contacts. Your outgoing personality and winsome way with people was a real asset to us.


We are so disappointed that your schedule did not allow you to keep the requirements of the position charter, as outlined in our volunteer personnel manual. As mentioned in our meeting on September 26, 2002, we need to seek a replacement for your position and terminate our letter of agreement.


I trust that when your schedule changes, and you feel that you can meet the requirements of this position, we can once again have you be a part of our volunteer team.


Sincerely,


Jon Jackson
Volunteer Manager

Firing a volunteer is difficult. Let me emphasize again that firing is only the last result, and I only consider it when the continued involvement of the volunteer is having a negative impact with the members of the organization, our clients, or our public.

Have I ever had to fire a volunteer? Yes, but not a highly involved volunteer. I did all I could to salvage the dignity and resources of the highly involved volunteer, who was a high maintenance volunteer. Sometimes I went home and complained a lot to my wife about this person, but we made it work. However, I have fired high maintenance volunteers who did nothing and did not fulfill their commitments, and I really didn't lose any sleep over it. Don't waste your time with Lucky Smiths who don't show up. Move on.

Tom McKee is a leading volunteer management speaker, trainer and consultant. You can reach Tom at (916) 987-0359 or e-mail Tom@VolunteerPower.com. Other articles and free resources are available at http://www.volunteerpower.com/

©2010 Volunteerpower.com

Leadership

I’ve been collecting “bad nonprofit management” stories lately. They’ve come to me in various forms such as: word of mouth, direct telling and emails. I’ve let them rattle around in my brain hoping to divine a pattern and I think now that I’ve found the similarity. But first, let me tell you the stories.

Story #1: An office manager receives a call from her Executive Director. The Executive Director is away from the office at a board meeting. The E.D. informs her and another staff person that they will have to submit their resumes via fax to the E.D. (away from the office at the board meeting) in order to apply for a new position being created. It seems there are two positions being melded into one and both employees will now be in competition for the one position. But wait! It gets better. Not only will the office manager have to compete against her office mate, but the job will be posted to the general public and the office manager will be competing to save her job against any newcomers.

Fine, in this economy there are lots of tough decisions being made, people are being laid off, jobs are being combined, and that’s reality. However, did the E.D. have to inform the staff via a phone call? Additionally, what is with the exercise of having the office manager submit her resume or having the two employees compete against one another?

Story #2: I get an email from a young man asking for my opinion. It seems he sent an email to a vendor asking the vendor why a certain price was a bit high. He suggested that perhaps the vendor’s supervisor might be able to help bring the price down. Two weeks later the vendor called his supervisor complaining wildly about the email and swearing he would never work with this young man again. Next thing you know, the young man’s supervisor calls him on the carpet, giving him a reprimand and talking about termination.

The young man wrote me and asked if I thought his email was out of line. I read it several times and it seemed innocuous enough, however, I reminded him that email has a funny way of being open to interpretation; it is the recipient of the email that may load it with meaning beyond the sender’s intent. I suggested that he do what he can to sooth ruffled feathers, but be sure to have his resume up to date and make sure he had what I call “go to hell money.” (If you don’t know, that is money you have saved that allows you to step out of a bad situation; whether that situation is a relationship, a job or a landlord).

Story #3: Employees at a certain nonprofit have not had raises for two years. There’s nothing unusual about that in the current economy, many people are not receiving the raises or bonuses they received during the boom times and most employees are very understanding because they recognize that money is tight. However, in this scenario, the Executive Director decides it’s a great time to remodel the office. Walls are knocked down, walls are constructed. New carpet is laid, new furniture is purchased. Things are really spruced up to the tune of tens of thousands of dollars. Everything looks fresh and new and fabulous, but the employees are left feeling a bit pinched. None of them have received a raise in over two years, but money gets spent on an elaborate renovation. What is wrong with this picture?

Story #4: A very prestigious scientific organization holds a board members’ and funders’ reception, all the key employees are present, except the Executive Director. As time goes by, Board members are questioning staff, asking where the Executive Director could be. No one seems to know. Over an hour late, the Executive Director makes an entrance and it’s a dramatic one to say the least. She is not wearing a professional suit or even a tasteful dress, but instead, she is wearing a very mini-skirt, fish-net stockings and four inch spiked boots. There is a complete disconnect between her fashion decision and the staid organization she is representing. Needless to say, board members are not happy, the funders are a bit embarrassed and the staff is whispering and giggling. One might ask, given her generous six-figure salary, might the E.D. have hired a style advisor?

What do these stories have in common besides illustrating human foibles?

I say it’s lack of leadership. Leadership qualities, leadership traits, leadership training and maybe even leadership DNA. We all know people who are in leadership or management positions who shouldn’t be there. You’re thinking of them right now aren’t you? And I think there are an abundance of them in nonprofit management because nonprofits are often so personality driven versus performance driven. Further adding to nonprofit vulnerability is the culture of the volunteer nonprofit board.

What kind of leader would call an employee to inform them that their job was being eliminated and they needed to re-submit their resume in order to compete for a new position? That is a conversation you have in person and you certainly don’t need to require the submission of a resume, the employee has been working for you and if you don’t know their capabilities, then what are you doing at the helm? I think the tactic was an attempt to avoid an unpleasant in-person conversation and I certainly understand that impulse. However, that is what leaders do; they stiffen their spines and have unpleasant conversations, in person.

Story #2 reminds me that often people think leadership is akin to parenting. Step out of line and not only will I “punish” you but I will threaten you with even more punishment. I also found a certain lack of loyalty in that story. One of the most important things a leader can do is be loyal to the people who work for him or her. If you aren’t willing to listen to your employee’s side of the story, consider what your employee was trying to do or accomplish (even if it was misguided), calmly counsel your employee on your expectations for behavior and external interaction, you shouldn’t be in management. Sure, sometimes people deserve to be fired for egregious behavior or lack of performance, but you can’t go into a knee-jerk reaction every time someone makes a complaint.

In the third instance there is a complete disconnect between the management and the employees’ health and welfare. There is also a lack of understanding of what builds loyalty from employees to the leadership. Going without raises or bonuses is something that employees will understand when times are lean. It is their loyalty to the organization that makes the situation less painful. However asking your employees to sacrifice for the good of the whole and then turning around and spending a great deal of money on something the employees view as frivolous, destroys loyalty and weakens morale.

The fourth example just shows bad judgment.

We lead by example. We use the tools of empathy, honesty, forthrightness and self-sacrifice in order to develop those traits in others. We do things to encourage the personal and professional growth of those around us. We exhibit loyalty to those who work for us and we carry ourselves with a modicum of decency. And while it is true that some people are born leaders, I believe that people can learn to be leaders and often that learning begins with introspection.

Ask yourself. “What kind of leader am I?”

A Stronger Team in a Weak Economy

I can't say it enough, these are tough times for nonprofits. Recently a nonprofit executive told me how she had to lay off a couple of employees due to lower conference income and membership renewals. Those layoffs are straining her remaining staff. Re-examing every aspect of your organization is vital to survival. Here Brian Brandt discusses what steps you might take to make sure your organization can not just stay afloat but survive. Bunnie

A Stronger Team in a Weak Economy

By Brian Brandt, Summit Solution Group

Pick up any newspaper or watch any newscast and you’re certain to hear about layoffs, business shutdowns and dwindling stock portfolios. Unfortunately, the trickle down impact of these economic woes on most non-profits is an increase demand for services and a reduction in charitable gifts. Many non-profits are being forced to reduce their team resulting in an increase in work load and stress without a raise and perhaps even a pay cut. What are leaders to do?

The good news from all the bad news is that many non-profit leaders are rising to the occasion. Strong leadership that examines the organization with surgical precision, pours into the development of the current team, and optimistically leads the organization to fulfill its mission is demanded.

Examining the Organization

In the first half of this decade, there was a great addition of programs for many non-profits, despite their weak connection to the organizational mission. Now is the time for non-profit leaders, in conjunction with members of the board and staff, to take a step back and consider all of the programs and services that are offered.

Does each program really fit with the mission and vision?

Is there a duplication of services with other non-profits?

Are other needs more pressing considering the economic situation?

Are there more efficient ways to get our message?

Is now the time to make a drastic change to prepare you better for the future?

Do the board and staff have a clear vision for the future?

As I’ve taken groups through this process, inefficiencies are often found that free staff up to be more effective. This pruning process not only helps staff to be more fruitful, but also conveys that their time is valuable. Allowing them to be a part of the process is meaningful and also contributes to their professional development.

Pouring into Your Team

Developing your staff is integral to keeping up morale. Unfortunately, the training or conference budget is often the first thing to go when finances get tough. This is the time for non-profit leaders to get creative with their training and development.

Partner with other companies or non-profits to bring training in-house.

Give every member of your team a book and have weekly or monthly discussions. Have various team members lead the discussion.

Have various staff members conduct brief seminars on various subjects like public speaking, new media, and customer service.

Consider personal and family enrichment through family activities, personal finances training and one-on-one casual conversations.

Just have some fun. Take a break and bring in ice cream to make sundaes or take everyone to a local college baseball game and enjoy some spring time weather.

Lead from the Front

This is a time that demands that leaders truly lead through serving. While it is important that leaders stay focused on high level activities like vision casting, strategic planning and donor development, it is also important that staff see leaders willing to engage in the trenches.

Despite the current economic crisis, this can be a time where your people and your organization thrive instead of just survive. Take advantage of this season to reexamine every aspect of your organization and to reconsider how you are developing each person on your team. Then, you and your team will look back on this era and remember a time where all became stronger in the midst of turmoil…and your organizational story and mission will prosper for it.

Brian Brandt has over two decades of leadership experience and has served in numerous roles including C.E.O., Public Relations Director, National Sales Director, and College Tennis Coach. He is passionate about leadership development and regularly coaches executives on effectiveness, strategic thinking and leadership. Additionally, he speaks, writes and leads trainings on a variety of topics including: leadership, personnel issues, mentoring, behavioral styles (DiSC), team building, effective communications, delegation, parenting, media relations, marketing, community relations and bringing a vision to fruition.

Brian holds a Masters Degree in Global Leadership as well as a Bachelors Degree in Accounting. He lives in Tyler, TX with his wife and three children where he leads Summit Solution Group (www.SummitSolutionGroup.com) and serves on the board and volunteers with several non-profits. Contact Brian at Brian@SummitSolutionGroup.com.

Could I Use an Executive Coach?

Years ago, while going through a rough patch in my career, an executive coach proved to be invaluable. He gave me important feedback, helped me monitor my truth meter and provided me with a renewed sense of worth. He also helped me find the courage to begin exploring other options and reminded me to keep looking forward. Jay Bloom says that the higher up one goes the fewer confidants one will have. No doubt. Think about it, could you use an executive coach right now? Bunnie

Could I Use an Executive Coach?

by Jay Bloom, President of Bloom Anew

An executive coach is a valuable resource for organizational leaders because the higher one ascends on the formal leadership ladder, the more limited one is in whom s/he can confide. A leader cannot confide on certain issues with direct reports, employees, colleagues, competitors, or individual Board members, for example. And leaders understand that confining oneself to internal dialogues can limit effectiveness.

In the more than 25 years I’ve been involved in executive coaching, I’ve seen two primary areas that make coaching truly valuable to leaders: transitions and skill development.

Leaders facing some type of transition choice are usually asking one or more of the following questions:

Should I take a promotion and/or relocate?
Do I leave this company and change employers?
Do I get out of this field and re-career?
Am I the right leader for this organization at this time, and going forward? Do I retire? What do I want to do after I retire?

The leader’s spouse or partner may be a resource, but because they clearly have a vested option in the outcome of these questions, the spouse or partner may not be able to provide the neutral space that the leader needs to consider and reflect on his or her primary needs and desires.

At this time of critical transition, an executive coach can help frame the choices, explore the leader’s personal and professional goals, and understand the possible outcomes. The executive coach provides a leader-to-leader/peer-to-peer perspective that also provides encouragement and motivation for change.

The second purpose of executive coaching is in the development of a particular leadership skill or set of skills. As a leader rises higher in an organization, his or her technical skills become less important, and a greater requirement is the development of emotional intelligence skills. No longer responsible for executing tasks or strategies, leaders must manage people, inspire performance, and develop partnerships. These kinds of leadership responsibilities require greater self awareness, managing one’s emotions and the development of one’s empathic skills. All of these skills are required to work more effectively with people and the growing diversity in the work environment—diversity that not only includes race, gender, ethnicity, class and sexual orientation, but also generational differences.

Executive coaches can provide immediate support to organizational leaders in:

crisis management situations
facilitating communication between the board and management
improving management and supervisory skills
creating a healthy organizational culture
consideration of merger or other partnership models
succession planning

As the economy takes its toll on organizations of all sizes, leaders are experiencing increasingly relentless pressures and what feel like permanent whitewater conditions. The confidential relationship with an executive coach is not only a very important investment for the individual leader, but for the organization as well.

Jay C. Bloom provides executive coaching and organizational consultation as President/CEO of Bloom Anew. Jay has undergraduate and graduate degrees in psychology, and has attended executive management programs at Yale and Harvard Universities. Most recently, Jay served as the interim President/CEO of United Way of Columbia–Willamette, as the director of Multnomah County’s Task Force on Vital Aging, and as President/CEO of Morrison Child and Family Services, a $20 million nonprofit, for 13 years.