What people have said about Stepping Through Transitions
Stepping Through and Moving On
I have attended the National Not-for-Profit Conference for the last three years and each time I have not been disappointed. It’s not the sort of event about which one can say “I’ve been there, done that, don’t need to go again” because each year we are presented with the update of what is trending in our sector right now. Keynote speakers are fresh and innovative. OK, we have heard some of them before, but they wouldn’t have been invited back if they were not up to the mark.
As a volunteer who spends much of my time working alone in my office at home, the annual pilgrimage to the conference has become an important part in my ‘staying connected’ strategy.
This year I was fortunate in winning a copy of the book “Stepping through Transitions – management, leadership & governance in not-for-profit organisations” by Dr Judith McMorland and Dr Ljiljana Erakovic.
I was intrigued by the title “Stepping Through Transitions”. Was this a similar book to “Alice, Through the Looking Glass”, or would there be some sort of secret passage to Narnia? No, something even more magical – a lifeline for all of us who have total buy-in to the purpose of our organisation but struggle with how that purpose is being worked out in the real world.
The book refers to Common Good Organisations rather than Not for Profits. I like that – it’s more empowering to be known as something that you are rather than something that you are not! Here the Common Good Organisation Development Model is introduced. You should quickly be able to identify the stage of your organisation in this model.
We are warned that this is not a book to read in bed; however it is extremely readable. I admit I haven’t read it from cover to cover yet but I’ve certainly read enough to identify where my organisation is at. I recognise me in this book and I certainly recognise others! Having this knowledge and reading some of the case studies have caused me to adjust my tolerance levels. Surely this is a good thing – both for my own personal survival and for the organisation which I serve.
Reviewed by Christine Brunt (March 2015)
Christine is IFG Ministry Team Convenor. She is a former National Commissioner of Girls’ Brigade NZ and instrumental in establishing the initial meetings with Boys’ Brigade ICONZ
Stepping Through Transitions – book review
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Stepping Through Transitions authors Judith McMorland, left, and Ljiljana Eraković
Until now, there hasn’t been much New Zealand-specific literature available about the management, governance and leadership of not-for-profits.
Stepping Through Transitions uses non-technical language which makes it easy to immediately locate where your not-for-profit fits across the five stages of development it discusses. With this understanding, you are immediately able to apply new ideas and approaches for better managing/governing your not-for-profit organisation.
There are many real life New Zealand examples provided throughout the book, making easy work of the evidence based theories that underlay the framework used in Stepping Through transitions. It is quite likely that the opportunity or challenge in front of you is addressed in this book, making for a very encouraging use of your time!
This book has been a wonderful addition to my advisory tool-box, and has gone a long way to changing the way that I view governance and management in our sector. Governance and management is not rocket science, but neither is it a walk in the park. By taking the time to invest in yourself, and your organisation, this book will enable you and your organisation to benefit from the many wonderful returns that come from being a manager/governor of a not-for-profit organisation.
Reviewed by Scott Miller
(published in the Charities Update Newsletter: October/November 2014, Department of Internal Affairs; https://www.charities.govt.nz/)
Published in: Te Awa The River, the Green Party of Aotearoa New Zealand Newsletter, issue 41, February 2014, page. 27. https://www.greens.org.nz/sites/default/files/140219te_awa_feb_2014_lr_2014-feb-19.pdf
James Rice, Ph.D., Professor Emeritus, School of Social Work, McMaster University, Canada:
“Stepping Through Transitions is a compelling “how to” book for people in the non-profit sector. We need new ways of carrying out systems analysis and thinking through how to manage complex organisations. One example of the challenge facing non-profit organisations is getting the balance right between the ability of board members and the ability of the executive director. Boards members often find themselves in conflict with their Executive Director (and vice versa) because they do not have a shared understanding of the underlying complexity of the problems facing the organisation. These types of challenges present a real problem in non-profit organisations. And this book provides a useful framework to diagnose and work on this problem.
The book’s five stage developmental framework provides an interesting and useful way to facilitate a good board and staff discussion about the organisation’s birth, history and story. There are enough stories and examples to help you design and lead such a session to align views and values.
The authors draw upon a wide scholarly literature which provides a solid base for a writing style that is engaging and easy to relate to. People from a wide spectrum in the non-profit sector will find the material informative and useful in analysing how well their organisation is performing. The stories and examples laced throughout the book will help readers connect to the process and understand the challenges facing them as they map the path of their own organisations.
The book is a ‘must read’ for those who want to take on this challenge.
This review is shaped by my experiences as a Professor of Social Work, author of a book on Canadian social policy and 25 years of involvement in non-profit organisations as a volunteer, founding president, board member, national president, and consultant to numerous executive directors and boards.” Professor Rice is a co-author of Changing Politics of Canadian Social Policy. He is the Founding chair of the East Hamilton Community Services organisation and National President of the Boys and Girls Clubs of Canada. He is also a consultant to numerous common good organisations.
Jo Brosnahan, QSO, Founding Chair, Leadership New Zealand:
"If only we had been aware of this years ago! The concept of a development model for CGOs would have saved heartaches in organisations that tried to leap from start up to Level 4, without the intermediary steps. This wonderful book provides a well researched, easily read and much needed guide for NZ common good organisations”.
Professor Gillian Stamp, MA, PhD, D Phil, FRSA. Director, BIOSS International, Fellow of the Windsor Leadership Trust, UK:
“I admire the ways the authors have woven together different ways of thinking. To identify stages of development and levels of work and then to combine in levels of complexity and the 5Cs, as the authors do, creates a rich model. Their CGO Development model has such value for common good organizations, and has a great deal to offer to organisations in other sectors as they seek sustainability. This book deserves as wide a readership as possible.”
Rick Beauchamp, LLM, MSW, BA(Hons) RFB Associates, Management Consulting & Organizational Development. Hamilton, Ontario, Canada:
“Stepping Though Transitions is a unique and comprehensive assessment of critical factors associated with the development and growth of non-profit organizations (referred to as common good organizations, or “CGOs” by the authors.) Through their extensive research efforts, the authors have acquired a deep understanding of the main strengths and challenges facing CGOs, whether in social services, the environment, health, the arts or other sectors.
This book will be of great utility to organizational leaders (and aspiring leaders) at both governance and managerial levels in not-for-profit agencies. Multiple case scenarios are offered to ground these challenges in practical ways. While the case studies are confined to experiences in New Zealand, they are readily applicable to non-profit organizations anywhere. Considerable time is devoted to exploring new, fledgling organizations that are reliant solely on volunteers. However, the authors also examine small to medium-sized organizations operating at more sophisticated levels as well.
Managers and senior executives will benefit from gaining a clear sense of the developmental issues and associated tasks facing non-profit agencies as they adapt and grow. Board governors should develop comprehensive insights as to the nature of their particular leadership challenges and the issues which must be addressed to ensure organizational sustainability. I was intrigued by the authors’ challenge of the Carver governance model, long relied upon in the non-profit world. While the Carver model advocates a strong separation between governance and management functions, the authors argue that a stronger “partnership” between CEOs and Boards is necessary. As they caution, however, a corollary to this is the requirement for relatively equal levels of capacity and capability at both the CEO and Board level. In other words, the ability to think strategically, be comfortable with handling ambiguity and complexity, have the ability to work well with others and have an abiding passion for the mission and intent of the organization is necessary at both the board and executive levels.”
Warren Lindberg, M.Com. MNZM, Chief Executive Officer, Public Health Association, Wellington:
“The CGO Development Model provides organisations with a framework for thinking about their stage of development, the challenges they face, and the complexity of matching capacity, capability and composition in the context of this dynamic environment. By applying the model, the governing body and staff of the Public Health Association of New Zealand are finding new ways to think about what they do, how they do it, and how this thinking adds value to the fulfilment of the organisation’s vision and goals."
Charles Woodd, OBE, formerly Community Development Policy Lead, UK Government:
“This book makes an immensely valuable contribution by providing a toolbox to describe, analyse and therefore manage changes effectively. Although it’s based on experience and case studies from New Zealand, its Organisational Development Model, and related insights, will undoubtedly be just as useful in the UK and other contexts. Charles Woodd, OBE, formerly Community Development Policy Lead, UK Government
“For anyone who is been part of the start-up of a volunteer organization, or to those who have faced the transitional issues as the non-profit organization succeeds and grows, Stepping Through Transitions is a researched-based, haunting rear view mirror. Everyone can identify with the problems arising when passion-rooted individuals attempt to move from an emotion-driven organization to one with rationality, accountability, role definitions, and skilled managers, or when the founder/chief passion officer refuses to let go of the reins. Understanding the relatively discreet and qualitatively different steps that organizations experience as they move from a single-purpose, all volunteer organization to one of complexity and accountability is the central theme of this book. Although the context is non-profit organizations in New Zealand, most of the lessons are easily adaptable to other environments. Case studies and vignettes effectively relate both successes and failures.
Redefining the traditional concept of non-profit organizations to a more comprehensive and accurate label – Common Good Organizations (CGO’s) – the authors use the scientific concepts of Elliott Jaques as a grounding base for analysis. Using Jaques’s levels of complexity concept, the authors show how CGO’s can be inhibited in their mission by not understanding the fundamental nature of work, managerial accountability systems and board governance. In other words, passion for the cause can be the impetus behind forming a CGO, but not understanding when passion must give way to accountability systems and hierarchy can be a debilitating experience for the organization.
Jerry L. Gray, Ph.D. Dean Emeritus and Senior Scholar, I.H. Asper School of Business, University of Manitoba, Winnipeg, Manitoba, Canada:
"This book would be an excellent read for both experienced and inexperienced individuals involved in the CGO sector. Using the rear view mirror, one can see how mistakes were made, and looking forward, the book can help anticipate and manage the transition phases. Readers will find this a refreshing insight into the workings of CGO’s."
Professor Darl G. Kolb, Graduate School of Management, University of Auckland Business School, New Zealand:
“In Stepping Through Transitions, Judith McMorland and Ljiljana Eraković have translated robust theoretical concepts into practical advice and guidance with the intent of building strong, successful organisations to keep on doing good in their communities for a better world. And, for that purpose, there is no better book!” Professor Kolb is a co-Author of Changing Gears: How to take your Kiwi business from the kitchen table to the board room.
