A note from Janine: Throughout 2013, JVA Consulting will be using our blog to bring you some of the best and most interesting ideas to advance community and social change. Titled Big Ideas for 2013, these blogs will feature a combination of our staff, interviews with changemakers and guest blogs. We are starting this feature on New Year’s Day with a guest blog from my longtime friend and colleague, Mary Hanewall, who argues that maybe everyone wins when leaders can take sabbaticals.
Mary Hanewall, MNM, Guest Blogger
Why aren’t sabbaticals more of a household word in the nonprofit arena? We’re known for flexibility, but sabbaticals are probably considered about as much a part of the nonprofit culture as are robust pension plans. Yet in the instances where nonprofit boards encourage their top executive leadership to take a much-needed break, the results have a huge return on the investment. A foundation leader in Denver heard of my curiosity about a sabbatical movement for Denver’s nonprofit leaders, and encouraged me to talk to one of his grantees in Albuquerque. The leave for this highly regarded founder/leader of 14 years was so successful it created a buzz of interested nonprofit leadership in that city, not to mention its board, staff and donors. She—and the organization—are thriving, more creative than ever, and expanding their vision. They’re moving to the next step, despite the anywhere-yet-recovered economy. Upon interviewing her, then others locally and nationwide who have had the sabbatical experience, here are some of the results. They are the cornerstone for why board and executive leadership will want to take a serious look at the return on investment of a sabbatical for the highest paid person in the organization. The observations are underscored and include data from research done by CompassPoint Nonprofit Services, Third Sector New England, Civic Venture, California Wellness Foundation, and more.
Sabbaticals are an exceptional recruitment and retention tool. Several EDs commented on the loyalty the sabbatical promoted, saying that before their sabbatical, they were paying some attention to headhunter calls. That head-turning ceased after the needed break.
Sabbaticals rejuvenate. They are probably the most cost-effective means to retain an excellent leader needing time-out, and these past four years dealing with the economy have been exceptionally rough for these dedicated leaders. The sabbatical should be R&R—no organizational agenda or requirements.
Sabbaticals promote a “practice” emergency succession plan or can lead to one. It can engender an environment that builds an emergency succession plan for senior staff members, as well.
Sabbaticals require planning. In the process, there is a considerable psychological benefit as the leader anticipates a break. The “afterglow” helps, as well.
Sabbaticals are very inexpensive, especially compared to replacing an experienced ED. The cumulative cost estimate to replace an ED is easily $35,000–$50,000. On the other hand, a three-month sabbatical with a half-time interim ED might cost the organization no more (in cash outlay) than the equivalent of one and a half months’ of an executive director salary.
Why aren’t there more sabbaticals taken in the nonprofit environment?
It’s simply not a regular part of our culture, even if it’d be the wisest practice we could put in place. If you’re a great board member for your organization, the sabbatical is both the reality and a metaphor for putting in place best practices to develop key leadership, especially those enduring the tough times. There might be “no good time” ever to take three months off. On the other hand, waiting might be the driving engine for unneeded turnover—just when the organization needs its leader most.
Resources
“Creative Disruption: Sabbaticals for Capacity Building & Leadership Development in the Nonprofit Sector.” 2009. Deborah S. Linnell: Third Sector New England. Tim Wolfred, Psy.D., CompassPoint Nonprofit Services. Download at www.compasspoint.org/creataivedisruption and at www.tsne.org/creative
“Moving Over or Moving On: Next Career Steps for Health clinic CEOs” Tim Wolfred, Senior Affiliate, CompassPoint Nonprofit Services. October, 2011.
Mary Hanewall served as executive director for 12 years to the Colorado “I Have A Dream”® Foundation, one of the country’s most successful and active affiliates. Her 35 years in the nonprofit community include senior management positions for I Have A Dream, Girls Count, Denver Options, the Native American Rights Fund and Planned Parenthood of Dane County (Madison, WI). She taught fundraising in the Masters of Nonprofit Management program at Regis University where she was also a Colorado Trust Fellow from 1996–1998. She is a board member for the New America School charter high schools and immediate past chair for the Youth Mentoring Collaborative in Denver. Contact her at 303.668.1336 or maryhanewall@gmail.com for help facilitating sabbaticals, providing more information and possible onsite support.
[…] Share big ideas for 2013—both yours and ours. Throughout 2013, JVA Consulting will be using our blog to bring you some of the best and most interesting ideas to advance community and social change. Titled Big Ideas for 2013, these blogs will feature a combination of stories from JVA staff members, interviews with changemakers and guest blogs. To see our first guest blog, click here. […]