May 5, 2013 | Read Time: 4 minutes
Choose a program that suits your experience level.
Many programs are aimed at “emerging leaders”—typically, nonprofit workers 40 and younger. But some programs don’t explicitly advertise who their target audience is. Ask questions before applying to make sure the program fits your résumé. An ideal program should make you stretch into it.
“People should do research and find a program that’s uncomfortable enough that they can learn but not so challenging that they’ll zone out,” advises Akaya Windwood, president of the Rockwood Leadership Institute, a nonprofit that runs leadership training for people who lead grass-roots or advocacy groups.
Focus on specific skills.
Some programs offer lessons in financial management and fundraising, while others focus on communications, negotiations, and other skills in working with people. “Two key questions I’d ask myself are, ‘What kind of knowledge do I need to get?’ and ‘What do I need to do differently?’” says Lynn Fick-Cooper, a faculty member at the Center for Creative Leadership, which offers intensive leadership-development courses.
Seek out a variety of experiences.
Robin Mockenhaupt, chief of staff at the Robert Wood Johnson Foundation, suggests getting a mix of basic management training and a class tailored to the challenges of the nonprofit you want to lead. Many organizations, including Rockwood, offer fellowships that train groups of leaders from nonprofits that work on similar causes.
Check out the online-education options.
But don’t count on them to fill all your needs. “This is a trend for our younger leaders,” says Undraye Howard, vice president for intellectual capital at the Alliance for Children and Families. “They may not be able to travel but are able to learn at their computers.”
Though digital offerings are much more affordable, some warn that they can’t possibly replace in-person programs. “Like with everything else, people think they can one-click their way to a solution,” says Ms. Fick-Cooper. “It’s cheaper and you don’t have to fly anywhere, but real behavioral change happens face-to-face and not interfacing with a computer.” She supports mixing online courses with time in a classroom or at a retreat.
Push Yourself.
Program participants should gather feedback from both people they work under and those they supervise, so they are well aware of their weaknesses and strengths before continuing in a leadership program.
What’s more, says Mr. Howard, “leaders should ask themselves, ‘If I left tomorrow, would I be missed?’ Our sector has been dealing with poverty and unemployment for decades. The people we need should challenge themselves to become the kind of leaders who will move the needle on those issues.”
Seek out a coach or mentor.
If the programs or fellowships you’re interested in are too full, a coach with nonprofit experience can be “flexible and helpful in a real-time way,” says Kathleen Enright, head of Grantmakers for Effective Organizations, a coalition that works to support leadership programs. “I’ve always found that if you’re part of a network, someone in that network can refer you to a coach who suits your expertise and situation. And don’t be afraid to pick up the phone and ask someone you admire to become your mentor.”
Look for programs that emphasize collaboration.
Find out how the program fosters long-term opportunities for its alumni to stay in touch. “A good program will offer a lot of peer learning,” says Linda Wood, senior director of leadership and grant making at the Evelyn and Walter Haas Jr. Fund. “The program will end at some point, but the opportunity to learn from fellow leaders with whom you’ve developed a relationship doesn’t need to.”
Ask to see results.
Before signing up, seek evidence that a program works, says Ms. Enright. Don’t settle for copies of past participants’ evaluation sheets; experts say you should contact some program alumni directly to get their thoughts.
Carve out the time.
Once you’re accepted into a program, make sure you have clearance from your bosses—and yourself—to put the necessary time and energy into a program, so you can get the most out of it.
“Especially for emerging leaders, there’s no time to reflect or step back to really see how you’re doing,” says David Smith, chief of programs and strategy at the National Center for Service and Innovative Leadership. In 2011, he participated in the NGen fellowship program, run by the American Express Foundation and Independent Sector. “A strong leadership program gives you that, especially when your board and senior leadership see the value in your being in one.”
