Pacific Business News

October 7, 2005

Goodwill trains young execs to become leaders

by Sally Little

A high-performance nonprofit makes a commitment to succession planning for management staff and recruits and trains younger workers for management positions.

The executive leadership team of Goodwill Industries of Hawaii, Inc. has taken a proactive stance in developing and mentoring its management staff. Goodwill’s goal is to employ a talented, flexible and forward looking executive team. In addition, the executives and the board of directors of Goodwill recognized they were facing a potential leadership crisis as the baby boomers begin to retire.

“We have a written succession plan for all our management positions and each plan is updated annually,” states Laura Robertson, CEO/President of Goodwill.

In addition, the organization targets younger people for management positions to prepare them to lead in the future.

To jumpstart its investment in future managers, Goodwill created three management positions in early 2005 and promoted three employees under the age of 40 to fill them. “This gave them management responsibilities as well as the opportunity to do some big picture thinking about Goodwill as an organization during leadership team meetings” said Robertson.

These “30 somethings” provided the following tips for nonprofits interested in mentoring future managers.

* Support educational advancement. Goodwill provides tuition assistance and flexible work hours for staff completing their graduate education. In addition, their supervisors monitor the manager’s work load to insure that they are able to juggle work and school. Without this help, Wanda Villareal, director of developmental disabilities, would not be able to complete her master’s degree in Special Education. Even though smaller nonprofits may not have the financial resources to provide tuition assistance, offering flexible work hours and attention to work load will help younger workers reach their educational goals.

* Create an internal learning environment. “Internal transfers are not just policy at Goodwill, they are practice,” according to Rose Shin, S.E.E. Hawaii work program director. This gives managers an opportunity to learn new skills and interface with a different side of the organization. As a result, future leaders move out of their comfort zone and recognize their ability to conquer new challenges.

* Listen to new ideas from younger workers. At Goodwill younger managers feel that their ideas are well-received. Their active participation at leadership team meetings is encouraged. Team-building exercises are an integral part of these meetings, and these managers feel a part of the team that is helping move the organization forward.

* Allow questions. At Goodwill asking questions is expected and encouraged. “It is OK to not know,” Villareal said. Most importantly, there is always someone available to address your concerns and provide requested help.

* Identify and mentor potential CEO/executive directors. Participating in an individualized learning plan, attending periodic training held in conjunction with conferences and completing specific projects are elements of Goodwill’s executive training program. In addition to his current duties, Dan Buron, vice president of human services, will take two years to complete this curriculum. Goodwill is making a substantial investment in Buron and the return will be a highly trained executive who understands the culture and growth potential of Goodwill Hawaii and Goodwill Industries International.

* Emphasize work/life balance. Younger workers struggle with balancing the demands of their work and having lives beyond their jobs. Many have young families. Goodwill “understands that work is a part of someone’s life, not their whole life, 8; Shin said. “We have personal as well as work responsibilities,” Shin said. This understanding encourages employees to do their best both on and off the job.

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