Technology Leadership

Technology leadership goes beyond managing the day-to-day logistics of a strategic tech planning process. It is about a social-change process. An effective technology leader should be a public advocate of the mission-driven use of technology, maximizing relationships with various groups, both within and outside of the organization, and empowering others to get invested and involved in planning for and deploying technology.

I think forming a technology team comprised of volunteer and paid staff and other stakeholders is key. Having the team to motivate and enthuse others about the benefits of technology, as opposed to me as an Executive Director, will help more people to be positive about the additional work involved with paying attention to and working on the priority areas.

-Lisa Piehler, Executive Director of the American Red Cross in Springfield, MA

Boards

A technology plan is not something that the staff creates in isolation. There has to be a process of thinking about technology issues as they relate to your organization's mission at the board level. Board members are critical in making or breaking technology initiatives in organizations, not just in terms of financial support, but also in terms of general support. The Executive Director needs to ensure that the board is educated and up-to-speed on the vision, goals, and issues of the organization's strategic technology planning process.

Many typical nonprofit boards consist of well-established and older community leaders who may not feel comfortable with technology and could even be against:technology. As an Executive Director, you may need to change their opinions. Here are some tips:

• Understanding: Try to understand how key board members feel about technology. Don't rely on your assumptions. Are they excited by technology or are they overwhelmed? When meetings are being scheduled, how many pull out their palm pilots versus appointment books? How do they address technology in their own businesses or workplace?
• Identify Supporters: Identify a board member or two who is supportive of technology and try to involve that person. Invite him or her to join your Tech Team, accompany you to vendor meetings, or offer input on different aspects of the plan.
• Bring in Experts: One of the best ways to help your board become more aware of and understanding of the transforming power of technology is to bring in an expert from the outside to speak about nonprofit use of technology.
• Involve Them: Keep the technology planning process on the your board's radar screen, making sure they stay involved and understand the evolving plan. At every meeting, there should be a brief report on the planning process, including information on how the tech plan will support the organization's mission.
• Discuss Financing: Talk to your board about the financial impacts of the technology plan. Detail what money will be spent on technology and the resulting cost savings you expect to achieve. Even if funds are not saved, explain and show how technology will result in increased productivity. Provide concrete examples of improved efficiencies such as databases and email.
• Tech Then Up: Provide your board with an opportunity to learn and have fun with technology. For example, encourage them to use technology by forming a board listserv.

Staff

It is important to get staff support for technology from the beginning. If your organization will ultimately be making a fairly large investment in computer hardware, software, and staff training, you want to avoid underutilizing the new system. This could happen when staff either had unrealistic expectations for the technology, or they were never open to the technology. You will need to identify strategies for both anti-tech and pro-tech members of your staff, as well as volunteers and consultants, to assure the success of your plan.

Anti-Technology

• Model: As Executive Director, you must model enthusiasm and support for technology, striving to improve your own digital literacy skills and incorporating the use appropriate technology in your work.
• Talk About Tech: Create relaxed forums for people to express their fears and concerns about technology. Devote time during staff meetings to discuss technology issues. It is better that they air their views as part of the planning process, than silently snub the equipment later on.
• Training: Set up systems for staff to learn about technology in small steps, possibly working in pairs. Try to encourage peer learning among the staff so that a colleague can answer questions if the tech staff is unavailable.
• Involve Them: Don't dump technology initiatives on your staff. Make sure they are part of the discussion at the beginning.
• Explain It: If staff members don't understand a particular aspect of the technology plan, explain it. Be clear about why your organization is taking this course of action. Discuss how it will make their job easier and improve the effectiveness of the organization.
• Deal With 'Naysayers': In some cases, you may have staff members who simply do not want to change, and you will not be able to change their attitude. Find ways to make sure they are not infecting other people with their negativity. Carefully identify other anti:technology staff members and get to them first, get them involved and give them ownership. You might find that some staff leave, or you ask some staff to leave because of their resistance to change. Don't be afraid of losing these people.

Pro-Technology

• Encouragement: Reward and encourage staff members who take a strong interest in the strategic technology planning process and are excited by the mission:driven use of technology. Invite them to participate on the Tech Team and other technology projects.
• Mentoring: Set up a "reverse mentoring" program where younger, more technology:savvy staff mentor senior staff.
• IT Staff: If you have an IT person on staff, get to know them.
• Empower: As much as possible, empower and pass on leadership to pro:technology staff members.

Volunteers

• Involve Them: If your organization's volunteers will be end users of any information system or technology, it may be useful to involve them in the strategic technology planning process. Identify a key volunteer leader to serve on your technology team.
• Stress Accountability: Capture and filter enthusiasm, but even volunteers must be accountable for the their work. You want to avoid the "my brother in:law will build us a web site" type of help.

Consultantsand Vendors

If you choose to use a consultant or certain vendor, consider the following.

• To make the best use of a technology consultant, don't use their expertise as a reason not to do your homework. Work in partnership with the consultant or vendor so you will be empowered by the process. Do your homework and know what questions to ask.
• At the beginning of the relationship, spend a lot of time detailing a clear work plan, deliverables, deadlines, and roles. Keep in regular communication with the consultant.
• Model the behavior you expect from the consultant.
• Remember, you, as the client are the boss. You call the shots.
• The consultant is not necessarily a member of your Tech Team, but may sit in on Tech Team planning meetings.