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By Dina Denham Smith and Alicia A. Grandey

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Summary.    While leaders have always performed emotional labor, this demand has increased dramatically over the last few years. Organizations need to stop dismissing this substantial emotional burden. In this piece, the authors explain why organizations need to start offering more support and outline practical strategies to try: 1) Recognize emotional labor as labor. 2) Promote self-compassion from the top down. 3) Provide training on handling others’ emotions. 4) Create peer support groups. As the adage goes and the research proves, it’s lonely at the top. By recognizing emotional labor and providing proper education, training, and support, organizations can help leaders effectively handle this essential but often overlooked requirement of their role.

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Effective leaders have long managed the emotions they display at work. They project optimism and confidence when team members feel thwarted and discouraged. Or notwithstanding their skepticism about the company’s strategic direction, they carry the company flag and work to rally the troops.

This emotional labor, whereby leaders manage their feelings and expressions to fulfill the expectations of their role, is substantial. In fact, research suggests that leaders perform emotional labor with a frequency matching that of front-line service workers who must consistently deliver “service with a smile.” Given leaders’ substantial influence over group moods and emotional states and how these impact organizational performance, this emotional labor is essential.

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Despite its importance, however, it has historically been overlooked by academics and organizations alike. And now, due to changes in the work landscape, the emotional labor leaders must perform is greater than ever. To access the entire article.............. Click Here. 

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Board transitions are a great opportunity to renew and invigorate a board. New board members can bring enthusiasm, a fresh perspective and new ideas to the table. Yet, joining a board can be a daunting experience, and transitions are most successful when boards properly orientate their new directors to the cultures and practices of their organization.

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The difficulties of attracting new board members has been widely written and spoken about in non-profit governance discourse but securing a desirable candidate is only the first step in the process of renewing a board’s membership. Whether they are first-time directors or governance veterans, the newcomer needs to be familiarized with the workings of the organization and board as well as with its values and culture. Joining a board is like assuming any new role; it takes time to settle in, even if you have previously held a similar position.  To read more on this subject.......... Click Here.

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The season of gratitude is upon us and there is nothing more important you can do than thank donors for their support this year.  After all, the season of giving is also almost here and before you start asking and asking, do some thanking first.

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Here’s why: go back to basics for a minute. Fundraising is all about relationships.  If all you do is ask, ask, and ask some more, that’s not much of a relationship. Actually, from a donor’s perspective, it’s annoying.

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To build a relationship on purpose with a donor, you must communicate with them often without asking for anything. That means thanking them well, giving them updates, and telling them stories about the work your nonprofit is doing in changing lives.  To access the entire article..... Click Here.

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Board performance is widely recognized as a critical ingredient in a nonprofit organization’s ability to achieve impact. But what does effective board performance look like? And how can nonprofit boards become more effective?

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We reviewed the extensive body of literature on nonprofit governance and interviewed nearly two dozen practitioners, consultants, and analysts—all to understand the drivers of better performance. What emerged were some common themes that highlight the key areas on which a board must have clarity in order to improve its effectiveness.  To read  more on this subject......  Click Here.

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by Suzanne Smith

Millennials – born between 1980 and 2000 – are this country’s future. According to a recent report by Deloitte, they make up one out of every three workers in the United States and will account for 75% of the workforce by 2025. Although corporate types have complained about their lack of commitment and constant need for hand-holding, nonprofit types have reason to rejoice – 60% of millennials are looking for jobs with purpose, making them prime candidates for the work we do daily. Instead of focusing on what millennials aren’t, the social sector can harness their energy to get what organizations want and need. Here are a few ideas we can borrow and tweak from the corporate world to help us maximize millennials’ talents  To read more on this topic........ Click Here.

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By Molly Brennan

You’ve probably heard the term “quiet quitting” by now. It’s the latest work trend that seems to be grabbing headlines and gaining momentum. But what does it really mean? And should you care? The short answer to the latter question, is: Yes, you should care, especially if you manage people.

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The first thing you need to know about quiet quitting is that it’s not actually about quitting. It’s more about setting boundaries and striving to contain your work in a way that feels sustainable. 

The concept hit a chord with overwhelmed, burned-out workers coming out of the pandemic, the period of civil unrest that followed the murder of George Floyd in 2020, and the ensuing “Great Resignation.” During the Great Resignation (aka the last two years in the workplace), in particular, employees started thinking about their careers, salaries and how they are treated at work. To read more on this topic.............. Click Here. 

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