Archive for January, 2012

Who Wants to Listen?


By Chelle Shell

Instead of listing out a multitude of unattainable New Year’s Resolutions I’ve decided there is one thing we can do that would benefit us all. We can be better listeners! This, for me, is not going to be any easy task.

Communication, by definition, is a process in which you convey a message. If the message is carried clearly and precisely by the sender, and the receiver clearly understands the message being sent then it becomes successful and effective communication. Social psychologists believe there is 50% to 70% loss of meaning while conveying the messages from a sender to a receiver and much of this is due to ineffective listening.

Below are some tips we can apply on a daily basis to will help us achieve this goal.

You can’t talk and listen at the same time. I struggle not to interrupt, as well as not to finish the sender’s sentence. This isn’t because I have a type A personality, which I do, but because I’m worried I’ll forget my point. What I need to remember is that MY point isn’t in the spotlight at the moment. I need to focus less on what I think I have to say and more on what the sender is communicating. Silence, in this case, speaks louder than words.

When it’s your turn, ask thoughtful questions. Great listeners usually have great questions, without interrupting the sender. When there is a pause in the conversation or when the sender asks for your thoughts, repeat back what you’ve heard them say. Then ask a question(s) that may help them to dive a little further into the topic at hand.

Step away from the mobile device! Nothing screams disrespect or lack of interest than a conversation interrupted by a phone call, a text message, an email or an IM. If you are serious about being a better listener, and/or don’t want to come across as being a jack-ass then put down the mobile devices during a conversation. I have several friends and colleagues who are habitual offenders of this rule (yes, you know who you are) and it drives me to drink!

Encourage your co-workers and/or staff to really talk with one another and to really listen as well. Effective listening at work should always be encouraged. If employees can establish strong relationships with each other, it’s going to benefit the organization. Those who think that employees who socialize and mingle too much may be conspiring are dead wrong and may need to figure out why s/he is paranoid. Good, healthy conversations, hearing out one another, sharing ideas, working together as a team and lending a helping hand will go a long way in making a successful organization and work staff.

If you’re “the boss” don’t push unmeaningful conversations or chit-chat. Not all employees are comfortable making small talk with their boss. Let them befriend each other and care for one another much like siblings behave in a family. This helps with team building and boosts morale among teammates. You don’t always have to be “in the know”.

Listening for me is definitely the most difficult part of the communication process but if I consciously follow these tips I think it will allow me to be a better colleague, a better manager, and better over-all person in general.

Do you have any tips to add or stories to about an unmindful listener? We encourage and welcome your comments.


About the Author
Michelle “Chelle” Shell has worked in management for over 14 years in positions ranging from recruitment to public relations. In her current role as Client Development Manager for Opportunity Knocks she assists national nonprofit organizations and recruitment agencies connect with talented, qualified nonprofit professionals and HR management solutions. Chelle is active in her transitioning neighborhood association as well as local tennis associations. She is also a Board Member of ANP, Atlanta Nonprofit Professionals.

New Insights into Nonprofit Employee Engagement in National Research Study from Opportunity Knocks



ATLANTA, Ga. / Jan. 12, 2012 –To help nonprofit employers better understand their employees’ engagement, Opportunity Knocks, the national nonprofit job board and HR resource, conducted a landmark national study and today released the OK Research project, Engaging the Nonprofit Workforce: Mission, Management and Emotion. A free copy of the report can be downloaded at: http://content.opportunityknocks.org/2011/06/14/opportunity-knocks-nonprofit-employee-engagement-survey/

Opportunity Knocks produced this project in partnership with the University of Nevada, Las Vegas School of Environmental and Public Affairs and organizations including the Girl Scouts of the USA, Boys and Girls Club of America, Metro Atlanta YMCA, American Cancer Society, and Talent Connections.

This report is the only of its kind on employee engagement specifically focused on the nonprofit sector. The goal of this project is to better understand the ways in which nonprofit employees are engaged and the impact of employee engagement and disengagement upon employees, nonprofit organizations and communities.

Key findings include:
  • Half of employees may be burned out or are in danger of burnout.
  • Only half plan to continue working for their current employer.
  • Seven in ten believe that making a difference in society means more to them than personal achievements.
  • The majority felt they do not have enough authority to get their job done.


The report provides recommendations and addresses management and organizational factors that affect engagement including:
  • Mission Attachment
  • Career Development
  • Compensation & Benefits
  • Job Specificity
  • Management Relations
  • Participatory Management
  • Emotional Engagement & Burnout

“A better understanding of employee engagement may help organizations identify better strategies to engage their employees, avoid burnout, and ultimately decrease turnover rates, in addition to lowering costs and creating more effective organizations.” quotes Karen Beavor, President and CEO of Opportunity Knocks. “True to our mission, this demonstrates our commitment to support nonprofit organizations build successful human resource strategies.”

More information on obtaining a free copy of this report can be found at http://content.opportunityknocks.org/2011/06/14/opportunity-knocks-nonprofit-employee-engagement-survey/

Also available from OK Research is the 2011/12 Nonprofit Wage and Benefits Report where nonprofit employers can find salary and benefits information. This national report provides comprehensive data on titles ranging from Executive Director through Receptionist by geographic location and budget size. More information can be found at http://content.opportunityknocks.org/ok_research/wage-benefits-report/

About Opportunity Knocks: Opportunity Knocks is the national nonprofit Job Board, HR Resource and Career Development website exclusively on the nonprofit community. For Nonprofit professionals, www.OpportunityKnocks.org is the premier destination to find nonprofit jobs and access valuable resources for developing successful careers in the nonprofit community. For Employers, www.OpportunityKnocks.org is the best way to find qualified nonprofit candidates and receive valuable information that nonprofit organizations need when building successful recruitment, retention and human resource strategies.

Contact: Lynne Norton, Opportunity Knocks, 678-916-3066 or lnorton@opportunityknocks.org

C-Suite Beware: This Could Be The Year Of The Employee Backlash



By Judy Martin

December’s employment numbers blew analysts expectations out of the water. Perhaps the news rustled the moat around the corporate kingdom’s C-Suite. (Ok, maybe just a ripple) We’re certainly not out of the waters of a struggling economy. But with unemployment falling for the fourth month in a row, talent retention concerns might make more of an appearance.

Most employees are glad to have a job these days. There’s this unwritten mandate that has reigned since the recession; corporate is king, companies are doing more with less and underlings just have to deal with it and eat porridge. But if the C-Suite ignores improving economic data, might they be dethroned in a workers rebellion?

“I think 2012 is the year of the payback, meaning that all the slashing and burning of the workforce has severely wounded the ability to motivate employees,” says Irwin Kellner, Chief Economist for Marketwatch.com.

While corporate profits are doing well, Kellner says the numbers can’t grow at the same rate if companies let go or use fewer workers. He warns there will be consequences, such as lower productivity, less engagement and talent fleeing to competition, if management doesn’t launch incentives to retain skilled workers and take the 24/7 stress down a notch.

“Workers are afraid but it doesn’t mean they are going to work their tails off to come up with the next I-phone,” adds Kellner.

The Numbers

If current economic data is a harbinger of things to come, perhaps corporate America might be a bit more concerned about retention, instead of burning workers to a crisp. Let’s break down the numbers:

  • Unemployment fell for a fourth time in a row to 8.5%, it’s lowest point in nearly three years.
  • There’s been an uptick in the number of Americans quitting their jobs since the recession began in December of 2007, according to the Labor Department.
  • The BNA Annual Economic Forecast, (BNA tracks and analyzes legal, regulatory and business information) shows the U.S. economy improving, albeit with limited job creation, expected to increase in the second half. Also, modest gains in private sector workers’ hourly compensation.
  • The rate of layoffs is lower than anytime before the recession.


The Uncertain Economy

While conditions remain tenuous due to the European debt crisis, the mortgage meltdown, wages not keeping up with inflation and the unknowns of numerous political footballs, including the payroll tax cut debate – it is an election year. A factor that Kellner says is cyclically positive in nature. Election years are generally good for the economy. Both camps tend to play better together in Washington.

While there’s a cautious air of optimism, more than 13 million people are still unemployed and more than half of them have been out of work for more than six months. Kellner says uncertainty across the board can sway the economy either way in 2012 as he writes in his Marketwatch.com column, New year’s surprise for the economy? But the slight uptick in the “quit” rate is very much on Kellner’s radar as he says it’s an indication that employees are gaining more confidence that they can find a job elsewhere.

“The rising quit rate may be the first sign that the balance of power is changing in corporate America between the executives and the underlings,” says Kellner who adds, “The grandiose plans that the corner office has in terms of creativity might have reached a limit.”

Incentives to the Rescue?

Fringe benefits like work-life initiatives, retraining, education or wellness programs (like stress-reduction), are already on the radar of more progressive companies. But perhaps such incentives should be shouted from the corporate kingdom’s bell tower in a call for better employee engagement and wellness in a stressed-out working culture.

“In the final analysis, it doesn’t matter how much technology you have, if workers are exhausted and hanging on to their jobs by their fingernails,” says Kellner.

Is all this economic news indeed a harbinger of things to come? Kellner says it’s the job of the prognosticators to figure that out. But where there’s smoke there just might be fire. The C-suite might do well to wake up and smell the coffee. If they don’t, it might be the smell of their employees burning out instead.

Are the numbers a fluke or a harbinger of things to come? Will the C-Suite’s interest be piqued?



Quiz: How Dysfunctional Is Your Workplace?





By Liz Ryan

People tell me crazy workplace stories all day long and ask me, “How bad is my situation, compared with other stories you hear?” Sometimes, they’re middle-of-the-road scenarios (your boss and another manager hate each other, and you have to wiggle around the problem without making enemies) and sometimes they’re truly heinous (your boss and another manager hate each other, and your boss told your whole team in a staff meeting to thwart and sabotage people in the rival’s department).

You might be thinking about a job change in 2012 or just asking yourself the age-old workplace question, “Am I crazy, or is working around crazy people just making me feel that way?” Take our quiz to discover whether the level of dysfunction on your job is low, average, or reason for a speedy exit.

1. Ideas: When you have a great idea to share with your boss, your typical first thought is:
a. “How can I pitch this to my boss when he or she will be most open to it, and how can I get the idea put into place once I get the approval?” Good ideas have a high probability of being adopted in your organization, and you generally own any idea you come up with.
b. “I know I’ll have to put together a business case for my proposal, but it’s worth it—it might take a while, but eventually the higher-ups will consider any idea with merit.”
c. “Why bother? My boss will say, ‘That’s not your concern’ or ‘I don’t pay you to think.’”

2. Recognition: When you’ve done a particularly good job on a project or in a customer interaction, you can usually expect:
a. A message or visit from your boss, saying, “Way to go! You were sensational!” and a reflection of your good results when salary-increase time comes around.
b. That the A-plus incident will be logged in your file and will show up in your performance metrics—but don’t expect anyone to do cartwheels about it.
c. No recognition for your success at all; it’s like it never happened.

3. Conflict: When there’s a disturbance in the Force on your team, you can typically look to your managers to:
a. Within a fairly short time (weeks, not months) sit down and hash out whatever isn’t working, maintaining respect for every participant’s point of view and eventually getting resolution.
b. Avoid the problem for a while, but when it has become the elephant in the room, deal with the conflict, inexpertly maybe, but at least they’re talking.
c. React with “What’s that? Conflict on the team? I’m sorry, I can’t hear you. I’m too busy humming my favorite tune, ‘If I Hit This Quarter’s Target, My Bonus Will be Huuuuge.’”

4. Leadership Ethics: When it comes to ethics, one thing I can say about the people who run this organization is:
a. They are ethical. It’s all they talk about, and it’s true: I’ve seen their ethical boundaries tested, and they do the right thing in the clinch.
b. They work at ethics. They offer seminars and have conversations about ethics. Do the top execs do everything they tell the rest of us to do, ethically? I’m not certain.
c. Ethics? This is not a word we use in daily conversation in my workplace, or actually, now that I think about it, ever. The concept itself is foreign at my job. It’s a miracle no one’s been indicted here yet.

5. Teamwork: When I think about my job and the teamwork in my workplace, I conclude:
a. One of the best things about this job is the way people work together and the fact that the state of the team is a standard and productive agenda topic at our staff meetings.
b. They try to do team building, but it feels silly or like lip service. It probably doesn’t help that my manager doesn’t always role-model wonderful team behavior himself.
c. There is no teamwork here, unless stabbing people in the back counts as teamwork. I loathe half my co-workers, and I’m sure it’s mutual.

6. Command & Control: As I observe how decisions get made at my job and who calls the shots, I can see that:
a. There are executives and supervisors, but they treat everyone pretty much the same regardless of his or her level, and our managers act more as coaches than order-givers.
b. Most managers are decent at letting people do their jobs, some bosses are overly controlling, and some of our supervisors are truly dictators.
c. Have you seen those cartoon drawings of slaves in the hull of Roman galley ships, pulling the oars? That’s me and my colleagues. You keep your mouth shut and get through the day somehow.

7. Competent Management: I’ve worked at enough other organizations to know that the managers in this shop:
a. Are pretty darned impressive. They know what they’re doing, and people seem to be hired or promoted based on merit.
b. Are about what you’d expect. There are some inspired and inspiring leaders here, some “meh” ones, and some who shouldn’t be leading anything or anyone.
c. I have yet to meet a competent manager in this place, and it’s terrifying.

8. Length of the Leash: When people are fully competent in performing their jobs in this organization, their managers tell them:
a. “Go forth! Let me know how I can support you.”
b. “Check with me before doing anything major, but on day-to-day decisions, use your best judgment.”
c. “I want to see every report you create before it’s delivered, edit every paragraph you write, and second-guess every decision you make on the job.” In fact, your managers’ actions all but say, “What would make you think I’d have the confidence in myself to hire people who could perform their jobs without the benefit of my expert guidance at every moment?”

9. Trust & Fear: No workplace is perfect, but as a general rule:
a. They manage us a lot more via trust and problem-solving than by cracking the whip here. I absolutely trust my boss to be straight with me, and I’m just as honest with her.
b. They’re pretty decent about the fear-vs.-trust thing, and I usually feel I can speak up without repercussions. Managers here don’t really keep people afraid for their jobs.
c. That one’s easy. No trust. All fear. It’s a chain gang, to be perfectly honest with you.

10. Fairness: Fairness at work is one of those things you can stop thinking about, until there’s an incident of gross and obvious unfairness right in front of you. As for fairness at my job:
a. I haven’t seen anything obviously unjust happen here, and it doesn’t seem too likely, because doing the right thing for the employees is a major topic in the organization.
b. I’ve seen a few incidents of favoritism or scapegoating, and it seems that your experience at this place depends hugely on who your manager is.
c. I’ve seen patently unfair things happening around me at work, multiple times.

11. Diversity: I’m sure the company has diversity goals it has to hit to comply with government regulations, and beyond that:
a. Diversity is a fundamental value of the company, and our CEO talks about it often. You should sit in on one of our Town Hall meetings and see for yourself.
b. Diversity is still more of a lofty goal than a day-to-day reality, but my organization is getting better at diversity all the time.
c. Please, I’m going to snort coffee through my nose in a second. We have no diversity, unless diversity means, “You have to graduate from School X, have former employer Y on your résumé, and come from ethnic heritage Z to succeed in our company,” in which case we’re overdue for a diversity award.

12. Value of People: When the top executives in our company sit around talking about the employees, I imagine their general conversation is:
a. “Without the employees, we’re toast, so let’s make sure the people working here feel valued, well-informed, and excited about the organization’s (and their own) prospects.” Sometimes it’s, “Who really needs a pat on the back—or a bonus?”
b. “Let’s take care of our best people.” You can tell if you’re one of those valued people here; the “ordinary” employees probably aren’t particularly appreciated or even discussed.
c. “How else can we squeeze an ounce of profit out of these slackers?”

How to score your quiz: Give yourself 3 points for every “A” answer, two points for every “B” answer, and 0 points for every “C” answer to our 12 questions.

If your score was:
31-36: Be happy! Your workplace is more functional than most. Your organization is trusting enough that you could even talk over your quiz results with your team. Wouldn’t that be fun?
24-30: Your workplace isn’t doing too badly, but like most organizations it could be more open or trusting or tuned in to its team. Maybe you can help your organization get better at these priorities in 2012.
18-23: You’re below the midpoint in your organization or clinging to the bottom end of normal—this isn’t good. Unless you have reason to believe your current employer is going to get noticeably better at leading people and managing in 2012, why does it deserve your talent?
12-17: This isn’t a good place to be, but you knew that. Your workplace doesn’t value its employees any further than it can throw them, so it’s time to get that old résumé up to date.
0-16: It’s dire; you need to flee these people at the earliest opportunity. What do you have planned for this weekend? Bag it, and get that job-search engine going. We’re not kidding.

Atlanta Nonprofit Career Conference



March 6, 2012
The Lodge at Simpsonwood
4511 Jones Bridge Circle, NW
Norcross, GA 30092

8:30 AM - 4:30 PM
Excepting Walk-in Registrations!



Presented by Opportunity Knocks & the Georgia Center for Nonprofits


Featuring 4 Workshops over 8 time slots and one-on-one consulting with career counselors and HR professionals.
You get a full day of training and consultations that will provide you with the skills needed to:

Cost to attend Nonprofit Career Conference: $78
Includes all Workshops and Consulting Stations and Lunch

Excepting Walk-in Registrations!

(login to your job seeker account to register)


Nonprofit professionals of all ages who seek to advance their career and for-profit/corporate professionals looking to switch careers to the nonprofit sector.


  • Finding Tomorrow’s Leaders for Today’s Nonprofits
  • Job Interview Success - Read recent article for workshop presenter.
  • The 4 Deadly Sins of a Job Search
  • Career Mapping - Creating your Path to the Career You’ve Envisioned

    Presenters


  • Judi Adams, Founder & President | RightChanges
  • Ellen McCarty, President – McCarty Co.
  • Howard Cattie, Jr, Head Coach & Founder | Career Oyster
  • John E. Long - Career & Executive Coach | Two Roads Resources, Inc.


    This full day will consist of 4 Workshops over 8 time slots so every attendee can go to all! Plus all-day Consulting Stations to give participants individual sessions with career consultants, nonprofit educators and subject matter experts in the nonprofit community.

    Click here to download the Schedule at a Glance.



    Bring your Resume! Receive guidance, advice and recommendations at our all day Consulting Stations.

    Meet with Career Counselors and Nonprofit Subject Matter Experts throughout the day during 12 minute individual consulting briefs including Resume Guidance and Nonprofit Career Paths and Volunteering.

    Career Consultants will:
    • Analyze your resume and job search strategies
    • Assess your employability skills
    • Understand the current landscape of the nonprofit sector
    • Determine a nonprofit career path
    • Transition from the for profit to nonprofit sector


    Career Tools: Bring your resume and business cards to utilize the breaks in between workshops and at lunch to network with other professionals and participants in the community.

    Thank you to our Conference Supporters:

    Platinum Sponsor



    Gold Sponsor




    Patron Sponsor



    Sponsorship Opportunities available! Click here for details.

    Click here for directions to The Lodge


    (login to your job seeker account to register)


    Group Discounts available for four or more attendees.
    Contact sales@opportunityknocks.org for more information.

    Sponsorship Opportunities available! Click here for details.

    CANCELLATIONS and NO SHOWS for Online Training Webinars, Career Services and Live Events
    Cancellation Policy: Any registrant choosing to cancel an Online Training Webinar, Career Service or Live Event registration will receive a refund minus a handling charge of $25. Notice of cancellation must be received by Opportunity Knocks at least seven (7) business days prior to the Online Training Webinar, Career Service or Live Event. No refunds can be made after that date under any circumstances.

    • For Nonprofit Career Satisfaction, Share Your Turkey


    By Betsy Baker

    During this past holiday season, if you have a t.v., most certainly you caught at least a glimpse of the now-holiday-classic movie, “A Christmas Story.” For some unknown reason, the programming wizards at TBS have taken it upon themselves to show this movie a full 24 hours, beginning to end, starting on Christmas Eve and ending Christmas night. I must confess – I never miss it.

    One of my favorite scenes is when the turkey is taken out of the oven for Christmas dinner and all of a sudden the Bumpus dogs from next door storm through the house and destroy said Christmas turkey. The scene is narrated, “The heavenly aroma still hung in the house. But it was gone, all gone! No turkey! No turkey sandwiches! No turkey salad! No turkey gravy! Turkey Hash! Turkey A La King! Or gallons of turkey soup! Gone, ALL GONE!”

    Now, why have I gone to all of this trouble to have you picture this scene in your mind? For a moment, I want you to remember that golden, delicious scent of turkey. It hasn’t been all that long ago that you yourself probably pulled that delicious feast from your own oven and had your family’s mouths watering. My husband is just about as excited about that turkey as the “Old Man” in “A Christmas Story.” He looks forward to it every year.

    So, as you’re imagining that delectable and mouthwatering fragrance, I then want you to imagine pulling your turkey out of the oven and then refusing to share it with your family. You’ve spent all of this time basting, perfecting and driving your loved ones to distraction with the smell, you pull it out – and then throw it in the garbage. Your gift hasn’t been shared with anyone. How would that go over?

    Just as you’ve spent precious time and energy perfecting a holiday dinner masterpiece, haven’t you spent that same kind of time, and lots more, actually, perfecting your nonprofit career gifts? Whether you’ve spent time as a planned giving officer, a grant writer, a major gift developer, a direct mail expert, an auctioneer, a research analyst or a marketing and communications whiz…whew – you get the point!, you have a gift to share with others.

    This year, 2012, may be the year you’re ready to step out in a much bigger way. To “share your turkey” so to speak. If you haven’t been happy with the level of success you’ve experienced so far in your nonprofit career, you must change your plans and preparations for the future. What are you doing to make sure that others are receiving your gifts? Are you sharing your turkey with everyone?

    You can’t expect to do the same thing in the New Year and expect different results. Here are five things to do to shake things up!
    1. Create a plan.
    2. Do so immediately rather than later.
    3. Write down what you want to accomplish.
    4. Think year-round goals – not just January.
    5. Remain flexible.


    For help in creating your overall plan and your “bite-sized” goals, try MyGoals.com. If you’re ready to spread your wings and create a freedom-based nonprofit consulting career, I’d love to help you achieve that! Be sure to email me at betsy@YourGrantAuthority.com.

    Make a plan and work that plan. Happy New Year!

    About the Author
    Betsy Baker is a grant writing guru, consulting business coach and speaker and is founder of Your Grant Authority. She is dedicated to helping people jumpstart their own work-from-home career and helping nonprofits find a solution to finally end their financial struggles. FREE grant writing and consulting guides can be found at www.YourGrantAuthority.com. You may also call 678-240-0402 to share your own struggles, ask key questions and talk about solutions free of charge.

    Building a Mentor Relationship in the Non-Profit World


    By Laina Vlasnik Yip

    Recently, I had coffee with a few friends who work across various sectors. We discussed the different dynamics of working in a non-profit versus a large corporation. After our conversation, I realized how fortunate I am to have worked at non-profits where I have had informal mentors who took time to help me with my career. Unfortunately, non-profits often lack formal mentorship programs, so as professionals we are often on our own when it comes to mentors.

    You will need multiple mentors over the course of your career to maximize your success. For young professionals entering the non-profit field, you should find someone who is at least a little older and who has more experience than you have. Ideally you will have mentors who both understand the dynamics of your organization and the greater landscape of your field. Mentors will help you understand what challenges you face in your profession, and they can help you navigate those challenges successfully. Sometimes these qualities cannot be found in one person. Over time you will build multiple relationships to meet these needs, but how do you get started?

    Here are a few steps:

    Make a plan.
    Envision the kind of relationship you would like to have with a mentor. Are you looking for someone who is well connected within your field to give you context about the landscape? Are you looking for someone to help you “learn the organization” from another perspective? Does this person have different skills than you have or a position that you want someday? Those are great qualifications. There are many reasons to have a mentor, so think carefully about it before asking.

    Find a good match.
    Find someone who is well respected, available, and interested in mentoring you. You need someone who has enough time to work with you on projects and to understand your career goals. You will need to talk on a somewhat regular basis that works with your schedule so you can build a relationship.

    Do your homework.
    Research the person’s experience and interests before you approach him/her about a mentor relationship, even if it is informal. Think of questions you would ask potential mentors and write them down so you can remember them when you have the opportunity to ask. Write goals for a mentorship. These goals can change, but it will be hard to choose the right person without asking yourself about your goal for finding a mentor. Share your goals in a manner tailored to the person’s communication style. If he/she is very formal and would like to measure your progress against these goals in a specific manner, work together on a format that works.

    Bring your(best)self.
    You want to find a mentor who will stretch you by teaching you new things or by showing you a new way to think. However, you don’t want someone who wants to mold you into someone you know you are not. Carefully weigh the advice that this person gives you. This is another reason to have multiple mentors. If something seems skewed that one person tells you, ask for advice from another perspective while keeping the advice of the other person in confidence. Prove yourself to be a person of great integrity in all interactions.

    Read between the lines.
    If you ask for mentorship and the person seems less than receptive because of other commitments (personal or professional), or for any other reason said or unsaid, be respectful. This could involve politics that you’re unaware of and can’t ask about. Don’t take it personally, but instead think constructively about others who can mentor you.

    Keep in touch.
    Periodically sending a personal, handwritten note sends a strong message about your level of professionalism and your sincere feelings of appreciation. Most people don’t take the time to do this anymore, so when you do, you will stand out. Schedule time on your calendar to follow up with the person over time (perhaps once per quarter after you have moved to another organization). This person will be a much more valuable asset for your future if you stay in touch.

    About the Author:
    Laina Vlasnik Yip works as a Grants Manager in the education reform movement in New York City. In 2010, Laina was named a “Woman Innovator” by Pipeline, a social venture startup. A former educator, Laina mentors students in her free time.

    This article is a partnership between the Young Nonprofit Professionals Network of New York City (YNPN-NYC) and Opportunity Knocks to provide real-world insight into the careers of non-profit professionals. YNPN-NYC supports the professional development of the next generation of non-profit leaders by providing opportunities for skill-building, information sharing, and networking. Become a member to receive discounts on professional development resources, access to free events, and more.

    Hiring from the Corporate Sector: Should You, and How?



    By Laura Gassner Otting


    More and more, our firm is asked, “What about hiring people from the for-profit sector?”

    Our answer: “Well, that depends.”

    There is not doubt that hiring from the corporate world is on the rise. Recent seismic economic shifts, increased board savvy, a retiring but still active baby boomer population, and an increased focus on planned career trajectories available to ambitious nonprofit professionals have changed the landscape of hiring in the sector. However, smart search committees and hiring manager know that they must first stop to determine whether a corporate hire is right for them and if they are ready for a corporate hire. Key to this is understanding who seeks to transition and why, which types of organizations can bring out their best, and proven practices of those organizations that have harnessed the talents that this formidable pool is able to bring to bear.

    For most transitioners, the motivations of are the same as their nonprofit employee counterparts. We have found that most people looking to make the transition lack a single focus mission area, an overwhelming wrong they wish to right, or a ten-point statement of a specific area of change. Nonprofits looking to make these hires must come to accept that “just giving back” might be reason enough, and endeavor to further understand what’s behind that.

    Just as it is true that the best nonprofit will fail to harness the abilities of an ill-prepared transitioner, it is also a reality that even the most promising transitioner will flounder in the wrong nonprofit. For-profit job seekers tend to be most successful in nonprofits that have already adopted business practices into their daily work either at the staff or board level, actively recruit change agents, and measure success often and actively with metrics and data and dashboards. In the funding hunt, these nonprofits look beyond traditional types of funding such as government and foundation grants, individual donors, and special events, to the horizon of for-profit subsidiaries or fee-for-service work to underwrite nonprofit operations. They are likely scaling and using social innovation funds or capacity building funds to do so.

    Alternatively, there are a number of nonprofits where transitioners may not do as well. For example, organizations that want to be “entrepreneurial, cutting-edge business practices-utilizing nonprofits of the future” if they aren’t already now. It is very much in vogue today—as demanded by the changing landscape of philanthropy—to want to apply the best practices of business to nonprofits. But it doesn’t always work, sometimes because the people involved are incapable or not truly sold on the idea or, more often, business practices simply cannot be applied successfully to the nonprofit in question. Many sector switchers fail because they believe the words of the staff and board that change is afoot, but when push comes to shove, leadership gets cold feet and backs out. Finally, for-profit job seekers are least likely to be successful when moving into a small, grassroots, hands-on, direct service position, regardless of the approach or overall business model of the nonprofit.

    For more information on recruiting from the corporate sector, read the full article here.


    About the Author:
    Laura Gassner Otting founded the retained nonprofit executive search firm of Nonprofit Professionals Advisory Group in 2002. She helped build the start-up ExecSearches.com, served as a vice president at Isaacson, Miller, and as a presidential appointee for the White House Office of National Service and a program officer for the Corporation for National and Community Service, where she was part of the team that created the AmeriCorps, and as a member of the Clinton/Gore Transition Team and 1992 Election Team.


    Laura serves on numerous community boards and is the author of Change Your Career: Transitioning to the Nonprofit Sector. She is widely quoted for her expertise in mission-driven work in publications like The New York Times, The Chronicle of Philanthropy, US News and World Report and Money magazine.

    6 Strategies for Surviving in a Job You Hate





    by Teena Rose

    All of us have been there at some point. Out of necessity, you are stuck in a job that is unbearable – and as a result, you hate life. This is all-too-common in the U.S., where workers are often treated as commodities and liabilities, and get almost no real respect. Unfortunately, under current conditions few have the luxury of simply quitting, so here are several strategies for coping in a job you just can’t stomach.

    Set Goals and Objectives: If there is a bright side to your situation, it’s easier to get a job if you already have one. This means that if you are in a job you hate, you’re in a better position to get something better. Set a goal every week for sending out x number of resumes and attending a networking event or job fair. Such actions will help you to see a light at the end of the tunnel (which won’t be New Jersey).

    Time for One’s Self: If you are overscheduled and harassed, you’ll be making a bad thing worse. It is vital to set some time aside each day, particularly before heading into work. It’s also helpful to engage in some activity that brings a smile to your face, whether it’s reading the latest Facebook posts, treating yourself to a favorite snack, or playing your favorite music on the stereo.

    Create Diversions: If possible, fill your workspace and/or your day with small diversions. For example, an inside sales representative who sometimes dislikes making “cold calls” to prospective clients might bring a joke book to work and make it a point to read something funny before picking up the phone. It made a great deal of difference when it came to talk to people.

    Learn New Tricks: If you don’t have the job you want, it may be due to a lack of skills and/or knowledge. Fortunately, this is highly curable. It’s never too late to learn something new that may make you more marketable when a new and better opportunity comes along. Are $$$’s in short supply? Is free better? The Internet has a treasure-trove of free seminars and webinars to help you build your education. Also, make use of your local library. Many carry new how-to DVD’s relative to improving your personal and professional skills (i.e. coaching yourself to success, dealing with management issues, and time management).

    Decompression: Failing to “blow off steam” and letting frustrations build up can be dangerous not only to yourself but to others as well. Continuous physical exercise is a great tension reliever, obviously, but also don’t overlook fun activities such as softball, bowling, and dancing. Or, a leisure walk at a local park can go a long way towards depressurizing and maintaining a positive outlook.

    Keep on Keepin’ On: Anything worth doing at all is worth doing well – even if it’s something you hate. Not only will this give you a sense of accomplishment and pride in yourself, it can also help you down the road should you need a reference


    4 Types of Job Attitudes – Which One Are You?





    by Mary Sevinsky

    Attitude | Noun

    The way a person thinks and behaves
    A position of the body
    Informal a hostile manner
    The orientation of an aircraft or spacecraft in relation to some plane or direction [Latin aptus apt]

    FACT: Attitude = Effectiveness & Success on-the-Job

    Thinking and behaving (attitude) influence the world around us in ways obvious and not so apparent, but the effect is REAL, nonetheless. There are four basic kinds of people in business today. They can be best characterized by their attitudes:

    Job Lover

    A person can LOVE their job and may, read trade journals, spend hours over “working lunches/breaks,” have friends that are in the same industry, and also find time to seek out ways to even further improve work or business: By all appearances the MODEL worker – right?

    WRONG this employee, business owner, or consultant may miss opportunities by erroneously thinking that all their hard work, without a doubt will benefit them. Throwing oneself into work so fully and energetically can create blinders not only to unexpected pitfalls in the business arena, but may also keep one from fully experiencing personal opportunities. In short, all work and no play makes Jane a dull girl!

    Job Doer

    Perhaps this Jack or Jane takes a more pragmatic approach: The job as a means to an end. Working like a dog might mean more enjoyable periods of time off, the ability to pay the bills, travel, take vacations, and/or enjoy hobbies. Sometimes it is just the little things – pride in a job well done, being responsible, just being a contributing member of society in general!

    Still, there is room for growth and self-examination. A job, business, or current opportunity (while it lasts!) can provide one with the basics, maybe more. Sure life IS good. BUT, in the current climate, one must be prepared for the unexpected and cannot afford to rest on one’s.

    Job Hater

    Again it does not matter the title – owner, worker, consultant, whatever. Folks in this category may bark out orders whenever possible, complain constantly, frown consistently, and criticize coworkers, boss, company in general. One wonders not how they are able to bring themselves to get out of bed in the morning, but why they are allowed to!

    Typically, a person with this type of attitude has too much time and energy wrapped up in expressing these negative feelings that seem to build and explode in a never-ending torrent to consider opportunities. Blindfolded, often opportunities and anything else that could be construed as positive are missed.

    Job What?

    Most readers will admit to knowing at least one of this type, who can be summed up by their perpetual query, “Why am I here?” They often call in sick whenever possible (especially when not), spend more time on personal business than work, miss meetings, deadlines, and are frequently late/miss work. This guy or gal is seldom a boss, but sometimes people get lucky and own businesses run effectively by the sweat of others! Regardless, one is left to wonder who benefits from this person showing up on the “job.” Potential is buried by lack of caring and activity. Talk about hiding one’s light under a bushel! Opportunities are not only not recognized by this type, but are literally pushed aside…

    Think about your attitude about work now. How is it affecting you and your opportunities – are you prepared to make a change if you need to? Who are you as an owner, employee, boss, or consultant? How do you present to others? Creating an up to date curriculum vitae or resume help you develop a clear statement of who you are and what you have to offer to customers, employees, employers or bosses. In short, it can help you develop your own personal brand that can make you stand head and shoulders above others in your field.


    « Prev - Next »