In my years of experience as a non-profit executive, I came to a realization that many other (admittedly aging!) executives and leaders came to, as well. We needed more young leaders. We needed to be fostering the talent of middle management, encouraging those with any inclination toward advancing their career within the non-profit sector.
But work hours and other recourses were not (and still are not) directed toward this now significantly-sized issue — and understandably so. With pressures to meet budget demands, meet the needs of clients, and keep the staff motivated and afloat, ensuring the professional development of young talent can easily fall aside.
But in order to ensure the future of vibrant and important organizations doing meaningful work around the world, we must start paying more attention to emerging talent.
How does this happen? Nurturing young talent can come in many forms. Current leaders should set aside a bit of time and budget to allow young leaders to pursue professional development opportunities like attending and speaking at conferences or networking at outside events to make professional connections that could benefit the organization’s relationships in the communities they serve. Fresh ideas and new perspectives add energy and creativity and push your vision forward.
There should be structure in place to ensure these individuals are involved in decision-making processes, and are given increasing responsibility on a regular basis. As time allows, regular check-ins go a long way in making these young leaders feel that their superiors are invested in them, thus boosting confidence, which most certainly feeds into good leadership skills.
This is only the tip of the iceberg. Regardless of your personal approach, it’s important to think of investing in emerging leaders as a necessary investment the future of your organization and mission.