The OMIA Foundation believes that Non-Profit Organizations (NPO’s) are vital to the successful forward movement of the United States economy. One strong supporter of non-profit management in Michigan is the Michigan Nonprofit Association (MNA) which also has a great non-profit blog!
Please take time to read an excerpt from OMIA Founder John Girdwood‘s
John Girdwood
white paper titled “TAKING A NON-PROFIT FROM INCORPORATION TO SUSTAINABILITY: HOW LEADERSHIP APPLIED TO THE FORMATION, PLANNING, AND INITIAL OPERATIVE STAGES OF THE OMIA FOUNDATION“
INTRODUCTION
The stage of a non-profit organization’s life that carries with it the greatest number of decisions, situations, and causes for action has to be the creation stage. In the initial development of a non-profit organization, certain decisions are made such as choosing a mission, setting a direction, and creating the first strategic action plan. I am currently involved in the formation of a non-profit organization whose mission is to “enhance the lives of students by expanding the scope of learning.” (OMIA, 2007) This broad mission statement is more focused within the function of the organization: activities that bring outside music inside Michigan‘s K-12 classrooms. This is the first way that this new organization, the OMIA Foundation, seeks to carry out its mission. However, the OMIA Foundation is not solely driven by its mission statement or its founder (me, the author).
This paper describes various steps that I will take as Chairman of this newly created non-profit. I will address the leadership decisions that I faced from the inception of the organization until it was steadily up and running. This is an actual account of the past several months, a reflection paper, and concludes in the present day. There is no better way to witness leadership happening than to create situations that call for it.
INITIAL LEADERSHIP: THE FORMATION
Like any other up and coming non-profit, the OMIA Foundation
OMIA Foundation
is shaped and molded at the outset by the first decisions that have to be made, the first critical situations it encounters, and the actions taken by its first Board of Directors during the organization’s initial stages. These first steps are crucial in how the foundation will function throughout its entire life and will determine its future success. For example, the articles of incorporation will follow the non-profit until its dissolution. Also, the method of dissolution is written in the foundation’s original documents. Needless to say, the first days, months, and year of the foundation’s existence are of great importance.
If the preceding statements are true, that the first stage of formation is so critical, then the Board of Directors must be keenly aware of what decisions, situations, and actions lie before it from the outset. In order to best
Board Meeting
tackle these elements and best approach them, it is a common belief that defining terms is a premier objective. Just as Northouse (2004) does in his first chapter, I as founder must define leadership if I am going to lead the Board of Directors effectively as Chair.
Rather than look at a dictionary’s three word fragmented sentence of a definition, Northouse (2004) defines leadership as “a process whereby an individual influences a group of individuals to achieve a common goal.” (p. 3) It is surprising how close Northouse gets to the activities that occurred in the beginning stages of the OMIA Foundation. The creation of a non-profit was definitely a process for me, the foundation’s leader by default. The founder, the one who possessed the original idea and drive, first had to recruit three other interested parties to draft and sign articles of incorporation. This was no easy task, to move from solitary ambition to spreading the excitement to others through influence.
FOSTERING COLLABORATION: ASSEMBLING THE CORE
Apple Core
During the assembly of incorporators, certain individuals were easier to influence that others. My best friend, for example, simply asked “Where do I sign?” He has complete trust in me. He did not ask many questions about my actions because he knew my heart, drive, vision, and he understood how I utilize those intrinsic elements. I recall him asking another question, “Is there any risk?” and with a brief “No” from me he had signed as an incorporator of the OMIA Foundation. I believe that the second question actually exemplified more of his trust in me than had he withheld it. He trusted me a great deal that there was no risk. I gave him little evidence other than my word.
My little brother, all eighteen years of him, was a tougher sell. He posed approximately twenty questions to me that all had the gist of “What is the risk?” What is ironic about his line of questioning is that he has the least to lose, financially or otherwise. Perhaps it is his cynical view on life or maybe he has seen me falter in the past. I believe in the former. What is important is that this follower of mine has a different outlook on the process. He is more skeptical and pessimistic. As the foundation’s leader, I will have to accommodate, understand, and influence both attitudes.
Read more, including “FOSTERING COLLABORATION: ENABLING OTHERS TO ACT” here at the OMIA Foundation website.
Lead People!
