When we are working in offices at nonprofits or other philanthropic organizations, or consulting with these groups, we need to approach conversations in a different way, to avoiding losing people in our techie conversation.  How do you do that?

• Don’t worry about avoiding conversations! Instead of agonizing over a conversation to leadership about needing $10k, find a way to start a conversation about how that investment can make the staff’s work more effective or efficient, or save money elsewhere.
• Recognize the differences!  Talking to a fellow techie about new software, platforms, products, etc. can be great but so can conversations about those things with staff so long as you recognize the difference between features and benefits—tech people care about features, no one else does.  This goes for conversations with leadership, buy-in, training, etc.
• Express what you want clearly! It is fine to ask for or recommend new budget items, upgrades, uses, or strategies; it’s more than fine, it’s your job!  But know your strengths and how to work within them so that what you are asking for and why is clear.
• Don’t be a cheerleader for the accomplishment! You should, of course, always recognize accomplishments throughout your organization, including the technology department.  But, as a leader (and not just a techie) you should work to cheer on the people, the work and the tools instead of just the end accomplishments.  After all, it was the people, their hard work, and the tools chosen that got to that goal!

What kinds of conversations have you had as the “techie” (accidental or not!) and what results did you have?  How were you able to have the most “successful” conversations with your leadership or staff when dealing with technical matters?

The true measure of leadership is influence – nothing more nothing less. – Maxwell

Large org = CIO
Medium org = someone in charge of tech
Small = accidental techie

Ineffective CIO: ED has business background; new position created (CIO), CIO attends executive meetings, no improvements seen by management, staff frustrated by tech

Ineffective IT manager: top management comprised of promoted social workers, advocates; IT manager not invited/included in exec meetings; budget developed and managed by CFO

Ineffective accidental techie: volunteer or overworked case worker who knows how to use a computer; few or minimal resources; react to crisis or programmatic changes

Understanding IT leadership: what was missing in our 3 examples? leadership. To be effective, you need to understand how to be a leader, no matter what role.

The NMA leadership model:
you can apply leadership principles to tech
set direction (tech planning), demonstrate personal character, engender organization capability (build teams), mobilize individual commitment for change (inspire teams)

5 key areas of tech leadership:
1 understand strategic tech planning
2 developing a vision for the org
3 building the team
4 communication
5 role models

1: Understand strategic tech planning
roadmap that aligns tech with mission and business goals
process to build buy in from stakeholders
a framework for decision making
tool for budgeting and fundraising
living evolving document

Where does IT leadership fit in? Broach the subject with management; understand and communicate the benefits; lead the effort; look to the future

2: Developing a vision for the org
What are your organization’s key strategic business goals over the next 3-5 years (increase services by 25%, start an after school program, double earned revenue, improve…)
THEN add tech

Where does IT leadership fit in? Get involved in developing your org’s business goals; fully understand all programs; ask about the big picture; share your ideas with other

3: Building the team
gain support and user adoption
budgets make more sense
input from all angles
smarter solutions
holistic approach

Where does IT leadership fit in? Ask for volunteers to join the effort; elicit input from all members; include other leaders; be open to many ideas; foster team communication; don’t let your expertise drive the process (it’s not all about the hardware side of technology!)

Relationships are the fertile soil from which all advancement, all success, all achievement in real life grows. -Ben Stein

4: Communication
all meetings must be attended by the team
share the team’s deliverables with other staff – execs or full staff
develop solid documentation
share your enthusiasm for the project with everyone

5: Role models
use your headquarters
investigate other ors that provide the same services
investigate other orgs that communicate in the same way
research and adopt tech best practices

It is easy to be a leader to those “under” you but it is very hard to be a leader for your peers.

Role model – be one:
continue to provide thought leadership within the organization
keep up the communications
join and attend nonprofit technology groups
provide info to other orgs
collaborate when possible

So, are you being a techie or a leader in your organization right now?  What are you going to do tomorrow to become more of a leader?  What are you going to work on over the next month to become more of a leader?