Embracing Leadership Characteristics That Count.

To effectively lead into a future where "we are trapped in the tyranny of incrementalism--where we're expected to do things 300 times better--we need to throw away the stationery," says Bernard Ross, director, The Management Centre, United Kingdom, "and concentrate on five characteristics that lead to successful nonprofit organizations." Addressing the National Leadership Forum 1999, the National Center for Nonprofit Boards's annual conference held in Washington, D.C., in November, Ross cautioned leaders of nonprofit organizations that "the world seems to be getting worse, so whatever we're doing just isn't enough." He recommended that organizations try to embrace five leadership elements and provided a key question for each to get ideas pumping.

* Use foresight mare than hindsight. In 10 years' time, Ross noted, two thirds of the top 100 companies in the United Kingdom folded. It's evident, then, that each organization has a life cycle. Ross suggests leaders ask, "When do you have to break apart what's working in order to stimulate a higher level of thinking and action?"

* Practice management by walking outside (MBWO) rather than management by walking around (MBWA). "You must go beyond your existing customer," says Ross, "to get outside your industry and gather radical new ideas." Ross explained that during an interview, the CEO of Virgin Airlines invited people to send him donations for a special fund he had created in the memory of Princess Diana. While he didn't know the first thing about fund-raising, his unconventional technique has spawned one of the fastest growing and largest charities in the U.K. As a leader, says Ross, ask yourself, "Where should I look for inspiration and challenge?"

* Practice focusing and avoid generalization. If you have a central focus, says Ross, tell people about it and change it every week. Do what's important; don't do what's not. Ask yourself, "Where must I focus my energy?"

* Value horshin (the process of sudden, transformational, revolutionary change) over kaizen (slow, continuous incremental improvement). Ask yourself and your board, "What are the key processes my organization has to transform?"

* Be resilient and let go of stability. Ross proposes that the sustainable advantages for organizations arise through creativity and innovation. Shake up the "can't do" mindset to think and organize differently. Ask yourself and your board, "How can we become change friendly?"