97 More Nonprofit Job Boards
New York Nonprofit Press is a great resource for job postings via the E-Newsletter, website, and monthly newspaper.
However, if you're engaged in a serious job hunt, you'll need to use more than one resource to find job openings. So, you may want to check out this listing of 97 nonprofit job boards. It's available here: http://j.mp/7eBuVC or http://bit.ly/cvSqsA
Thank you to Nathan Grimm, @n8ngrimm, for sharing this resource via Twitter. (I'm at @MattheaMarquart if you'd like to get in touch.)
Showing posts with label career. Show all posts
Showing posts with label career. Show all posts
Saturday, April 3, 2010
NYNP blog post 3-10-10
Six career tips from two experienced public servants
Last week's Leadership and Strategy class featured guest speaker Dall Forsythe, Professor of Practice at NYU's Wagner School of Public Service and former budget director for the State of New York under Governor Mario Cuomo. Forsythe and Professor Sermier were colleagues at the NYC Board of Education under Chancellor Frank Macchiarola. They discussed their experiences with leadership in government and also shared concrete career advice.
Three career tips for the short term
Forsythe shared three career tips for young professionals interested in public service:
1) Be able to communicate well both with words and with numbers. Governor Cuomo used to say the following when hiring a candidate with little experience: "What's the difference? He's smart and he can write well."
2) Understand politics.
3) Consider working in a budget office. They are great places to work - you learn a lot, you gain skills, and you gain professional credibility.
Three reasons to find your passion in the long term
Sermier shared three reasons to find your professional passion:
1) If you are ambitious and want big opportunities in your career, you need to develop the right skills and a good reputation; this requires actually doing the work well over time, which requires passion.
2) To be a good leader, you must display optimism, and in order to do that during tough times or amidst irritations, you need to work at a job you value, so that the small stuff is irrelevant to your fulfillment.
3) If you work at something you enjoy, you won't need to make a lot of money because you won't be obsessed with retiring.
Last week's Leadership and Strategy class featured guest speaker Dall Forsythe, Professor of Practice at NYU's Wagner School of Public Service and former budget director for the State of New York under Governor Mario Cuomo. Forsythe and Professor Sermier were colleagues at the NYC Board of Education under Chancellor Frank Macchiarola. They discussed their experiences with leadership in government and also shared concrete career advice.
Three career tips for the short term
Forsythe shared three career tips for young professionals interested in public service:
1) Be able to communicate well both with words and with numbers. Governor Cuomo used to say the following when hiring a candidate with little experience: "What's the difference? He's smart and he can write well."
2) Understand politics.
3) Consider working in a budget office. They are great places to work - you learn a lot, you gain skills, and you gain professional credibility.
Three reasons to find your passion in the long term
Sermier shared three reasons to find your professional passion:
1) If you are ambitious and want big opportunities in your career, you need to develop the right skills and a good reputation; this requires actually doing the work well over time, which requires passion.
2) To be a good leader, you must display optimism, and in order to do that during tough times or amidst irritations, you need to work at a job you value, so that the small stuff is irrelevant to your fulfillment.
3) If you work at something you enjoy, you won't need to make a lot of money because you won't be obsessed with retiring.
NYNP blog post 2-21-10
Advice for career success
Find a job where you fit, you care, and you accomplish with a team you respect
Last week's Leadership and Strategy class (see my post from 2.3.10 for more info) focused on understanding how organizations work, in order to make good decisions.
Professor Sermier led us through a comparison of the private, nonprofit, and government sectors using the following lenses:
1) The bottom line
2) The complexity of processes
3) How success is defined and measured
4) The value of evidence vs. the value of opinion when making decisions
5) The role of competition
6) How CEOs are evaluated
7) The impact of the press
Career advice
Sermier, whose career has included jobs in each of the sectors, shared the advice that in order to give ourselves the best possible chance to succeed in our careers, we need to choose the right sector, the right part of the sector (for nonprofits, that means social service, cultural, university, foundations, or health care), the right size organization, and the right organizational culture and structure. Perhaps most importantly, we need to find the right fit for our passions, because it's difficult to succeed at something that we don't care about.
Whatever the sector, when we've chosen a job, it can be helpful to keep our thinking simple and remember that any organization is basically a bunch of people trying to get something done together. With that in mind, some keys to success at work include:
* treating people fairly
* encouraging enough dissent to know that you're doing the right thing
* setting up rewards for doing well and penalties for doing poorly
* creating a common statement about what you're trying to accomplish as a group
* avoiding creating too many rules, while at the same time establishing basic systems that help people understand their common interest
Find a job where you fit, you care, and you accomplish with a team you respect
Last week's Leadership and Strategy class (see my post from 2.3.10 for more info) focused on understanding how organizations work, in order to make good decisions.
Professor Sermier led us through a comparison of the private, nonprofit, and government sectors using the following lenses:
1) The bottom line
2) The complexity of processes
3) How success is defined and measured
4) The value of evidence vs. the value of opinion when making decisions
5) The role of competition
6) How CEOs are evaluated
7) The impact of the press
Career advice
Sermier, whose career has included jobs in each of the sectors, shared the advice that in order to give ourselves the best possible chance to succeed in our careers, we need to choose the right sector, the right part of the sector (for nonprofits, that means social service, cultural, university, foundations, or health care), the right size organization, and the right organizational culture and structure. Perhaps most importantly, we need to find the right fit for our passions, because it's difficult to succeed at something that we don't care about.
Whatever the sector, when we've chosen a job, it can be helpful to keep our thinking simple and remember that any organization is basically a bunch of people trying to get something done together. With that in mind, some keys to success at work include:
* treating people fairly
* encouraging enough dissent to know that you're doing the right thing
* setting up rewards for doing well and penalties for doing poorly
* creating a common statement about what you're trying to accomplish as a group
* avoiding creating too many rules, while at the same time establishing basic systems that help people understand their common interest
NYNP blog post 2-8-10
Three tips for up-and-coming learning leaders
Advice from senior leaders
Tonight's ASTDNY Training Director's Special Interest Group featured a panel of senior learning leaders discussing "Managing your Career: Skills and Competencies associated with the CLO Role.' The panel was assembled by Dr. Lyle Yorks, and the panelists were:
* Dr. Lyle Yorks, Associate Professor of Adult and Organizational Learning, Columbia University's Teachers College
* Sherwin Chen, Vice President of Learning, Prudential
* Bettina Kelly, Senior Vice President, Talent Strategies Group, Chubb & Son
* Jeff Wetzler, Senior VP, Teacher Preparation, Support, and Development, and Chief Learning Officer, Teach for America
* Deborah Wheelock, Leader of Global Talent Management, Mercer
The panel offered advice for training professionals about getting ready for top leadership roles in learning and talent management.
Be an asset - build personal credibility
Dr. Yorks kicked off the panel by sharing some of his research on the traits of successful Chief Learning Officers. His advice: "Be an asset. Be able to present your work as a key enabler to meeting business strategy."
The panelists echoed this concept of the importance of personal credibility, focusing on the importance of being able to deliver results both as an individual contributor on a high profile project and by assembling a great team of people and putting processes in place that enable the team to pull off great things. The keys are to demonstrate what you can do, project emotional strength and resilience, and always have an opinion but be willing to change it based on data.
Develop political savviness
Two quotables on the topic of political savviness were Chen's "It's all about people's perception of you and how you can influence people who don't report to you" and Wheelock's "Be savvy to the point that when you have a meeting, you already know the meeting's outcome because you've done your pre-work of talking to people."
The panelists advised developing deep relationships with people at all levels of your organization, building allies and coalitions within your organization, networking with people outside the organization to learn about their strategies, and understanding the company's climate. Learning leaders need to be able to lead laterally, including motivating and inspiring people around you.
Develop business acumen and a deep understanding of your business
All of the panelists stressed the importance of sharp business skills. Wetzler advised, "Deeply know the business, the industry, and the company's priorities and strategy. Think about the big picture and be a learning strategist." Kelly advised "Be agile, and know your organization's current appetites and where the opportunities lie."
When discussing business acumen, the panelists talked about the need to manage change, convey the learning function's return on investment in business language that appeals to senior management, connect the dots about how your function contributes to the company's strategy, forecast what the workforce will need to be able to do in the future and build the company's competence to do it, and be able to quickly assess a situation and communicate what you see.
Readings recommended by the panelists
* HR Competencies: Mastery at the Intersection of People and Business, by David Ulrich, Wayne Brockbank, Dani Johnson, Kurt Sandholtz, and Jon Younger
* Changing Conversations in Organizations: A Complexity Approach to Change, by Patricia Shaw
Advice from senior leaders
Tonight's ASTDNY Training Director's Special Interest Group featured a panel of senior learning leaders discussing "Managing your Career: Skills and Competencies associated with the CLO Role.' The panel was assembled by Dr. Lyle Yorks, and the panelists were:
* Dr. Lyle Yorks, Associate Professor of Adult and Organizational Learning, Columbia University's Teachers College
* Sherwin Chen, Vice President of Learning, Prudential
* Bettina Kelly, Senior Vice President, Talent Strategies Group, Chubb & Son
* Jeff Wetzler, Senior VP, Teacher Preparation, Support, and Development, and Chief Learning Officer, Teach for America
* Deborah Wheelock, Leader of Global Talent Management, Mercer
The panel offered advice for training professionals about getting ready for top leadership roles in learning and talent management.
Be an asset - build personal credibility
Dr. Yorks kicked off the panel by sharing some of his research on the traits of successful Chief Learning Officers. His advice: "Be an asset. Be able to present your work as a key enabler to meeting business strategy."
The panelists echoed this concept of the importance of personal credibility, focusing on the importance of being able to deliver results both as an individual contributor on a high profile project and by assembling a great team of people and putting processes in place that enable the team to pull off great things. The keys are to demonstrate what you can do, project emotional strength and resilience, and always have an opinion but be willing to change it based on data.
Develop political savviness
Two quotables on the topic of political savviness were Chen's "It's all about people's perception of you and how you can influence people who don't report to you" and Wheelock's "Be savvy to the point that when you have a meeting, you already know the meeting's outcome because you've done your pre-work of talking to people."
The panelists advised developing deep relationships with people at all levels of your organization, building allies and coalitions within your organization, networking with people outside the organization to learn about their strategies, and understanding the company's climate. Learning leaders need to be able to lead laterally, including motivating and inspiring people around you.
Develop business acumen and a deep understanding of your business
All of the panelists stressed the importance of sharp business skills. Wetzler advised, "Deeply know the business, the industry, and the company's priorities and strategy. Think about the big picture and be a learning strategist." Kelly advised "Be agile, and know your organization's current appetites and where the opportunities lie."
When discussing business acumen, the panelists talked about the need to manage change, convey the learning function's return on investment in business language that appeals to senior management, connect the dots about how your function contributes to the company's strategy, forecast what the workforce will need to be able to do in the future and build the company's competence to do it, and be able to quickly assess a situation and communicate what you see.
Readings recommended by the panelists
* HR Competencies: Mastery at the Intersection of People and Business, by David Ulrich, Wayne Brockbank, Dani Johnson, Kurt Sandholtz, and Jon Younger
* Changing Conversations in Organizations: A Complexity Approach to Change, by Patricia Shaw
NYNP blog post 1-12-09
Recession-Proof Your Resume
Happy New Year! And welcome to the inaugural post of the new NY Nonprofit Press blog on training, learning, and professional development. In this blog, we’ll be exploring ideas about enhancing staff skills in order to best serve our clients. Because conversation is one of the best ways to explore ideas, I hope you’ll post your ideas, feedback, and questions, so that we can help each other develop our thinking about the issues we discuss.
To kick off this blog, since change begins at home, I’m going to focus on enhancing our own skills. It’s New Year’s resolution season, and you may be one of the folks who resolved to secure a new job or recession-proof your career by updating your job abilities and expertise.
To help target your resolution, it may be helpful to know about the specific skills NYC nonprofits wish their staff would develop.
Last year, Leta Malloy, Shannon Smith, Sherri-Ann Simmons Terry, and I conducted a survey to determine which skills nonprofit staff are lacking. (You can read the details about this survey in the October 2008 edition of NYNP, page 21.) We found that nonprofits wish their staff had better written and oral communication skills, interpersonal and teamwork skills, self-awareness, professionalism, and leadership skills. Updating your resume with training attended on these topics may give you an advantage.
If you are looking for places to get trained on these topics, survey respondents recommended the following organizations:
• American Management Association (several topics)
• Big Brothers Big Sisters (several topics)
• Community Resource Exchange (leadership)
• MediaBistro (writing)
• Gotham Writers Workshop (writing)
• The Leading Institute (leadership)
• Support Center for Nonprofit Management (several topics)
• United Way of NYC’s Nonprofit Leadership Development Institute (leadership)
Finally, since we’re a nonprofit community, let’s bring it back to our clients. The folks we surveyed let us know that a lack of staff skills can hamper their organizations’ ability to serve their clients well – which means that when you update your professional skills, you are not just helping recession-proof your resume, you’re ultimately improving your positive impact on your organization’s clients.
Good luck with your New Year’s resolutions, and if you’ve attended training that you can recommend, please share it with us.
Happy New Year! And welcome to the inaugural post of the new NY Nonprofit Press blog on training, learning, and professional development. In this blog, we’ll be exploring ideas about enhancing staff skills in order to best serve our clients. Because conversation is one of the best ways to explore ideas, I hope you’ll post your ideas, feedback, and questions, so that we can help each other develop our thinking about the issues we discuss.
To kick off this blog, since change begins at home, I’m going to focus on enhancing our own skills. It’s New Year’s resolution season, and you may be one of the folks who resolved to secure a new job or recession-proof your career by updating your job abilities and expertise.
To help target your resolution, it may be helpful to know about the specific skills NYC nonprofits wish their staff would develop.
Last year, Leta Malloy, Shannon Smith, Sherri-Ann Simmons Terry, and I conducted a survey to determine which skills nonprofit staff are lacking. (You can read the details about this survey in the October 2008 edition of NYNP, page 21.) We found that nonprofits wish their staff had better written and oral communication skills, interpersonal and teamwork skills, self-awareness, professionalism, and leadership skills. Updating your resume with training attended on these topics may give you an advantage.
If you are looking for places to get trained on these topics, survey respondents recommended the following organizations:
• American Management Association (several topics)
• Big Brothers Big Sisters (several topics)
• Community Resource Exchange (leadership)
• MediaBistro (writing)
• Gotham Writers Workshop (writing)
• The Leading Institute (leadership)
• Support Center for Nonprofit Management (several topics)
• United Way of NYC’s Nonprofit Leadership Development Institute (leadership)
Finally, since we’re a nonprofit community, let’s bring it back to our clients. The folks we surveyed let us know that a lack of staff skills can hamper their organizations’ ability to serve their clients well – which means that when you update your professional skills, you are not just helping recession-proof your resume, you’re ultimately improving your positive impact on your organization’s clients.
Good luck with your New Year’s resolutions, and if you’ve attended training that you can recommend, please share it with us.
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