Encore: Work that matters in the second half of life.

Serving on the board of a nonprofit organization is a good way to demonstrate leadership skills.

The first wave of “next generation” of nonprofit leaders may be nonprofit executives and others now in their 40s and 50s, according to a new report on the nonprofit leadership gap.

The study, “Ready to Lead? Next Generation Leaders Speak Out,”
focuses on the need to nurture young leaders in their 20s and 30s. But it has important ramifications for experienced workers, too.

Most employees in their 20s and 30s will likely need more work experience before they are ready for leadership positions, the report says, noting, “Those with the most experience are likely to comprise the first wave of people ready to take over when current leaders leave. Many of these individuals are people who are in their 40s and 50s who have deep experience and another 20 to 30 working years ahead of them.”

The report defines “next generation leaders” not by age, but as “those who have demonstrated a commitment to the nonprofit sector and are actively developing their skills and leadership capabilities to hold management positions of all kinds.”

The survey’s data on respondents 50 years and older shows that one out of five responded favorably to the idea of one day becoming an executive director, and one out of four said they were ready now. “This hints at a sizable and experienced population that is both ready and willing to take the helm,” the report notes. Eighteen percent of those surveyed were more than 50 years old.

Steven Pascal-Joiner, mid-career transitions coordinator for Idealist.org, pointed out that “Ready to Lead?” also represents a challenge to boomers without nonprofit experience to break into the ranks of leadership – and he has some suggestions about how to do so.

The report calls for new collaborative models of leadership. Pascal-Joiner said many job-seeking, experienced professionals lament that “lots of nonprofits don’t know what they want” and make it hard for older workers to assume leadership roles. Some accuse nonprofits of ageism.

That represents a challenge for boomers who have always pushed social boundaries, Pascal-Joiner said, adding, “This is another chance for them to redefine and create something that is significant for them.”

How do experienced workers transfer from the private sector to the nonprofit world and how do they step into leadership positions? Pascal-Joiner offered these suggestions:

• Figure out roles and goals. Identify not only jobs, but the type of work that satisfies you and what skill sets you want to develop.
• Foster “intentional relationships.” Make connections with people who are in a position to suggest you for the work you want to do. Volunteer for an organization, serve on the board, do fundraising, be an intern or help staff an event.
• Be a self-advocate. Tell others what you have to offer. “People can’t help you if they don’t know what you want,” said Pascal-Joiner.
• Set up informational interviews. Ask someone working in the area you want to break into that you’d like to learn more about what he or she does. That person is likely to refer you to others who may help you.

Idealist.org and CompassPoint Nonprofit Services surveyed more than 5,700 visitors to their sites. They study was supported by the Annie E. Casey Foundation and the Eugene and Agnes E. Meyer Foundation.