The Recession and Your Career: How to Become an Indispensable Asset

Tuesday, January 13, at 12 noon, U.S. Eastern time

Nick Fellers is president of For Impact-The Suddes Group, a training and consulting company in Ostrander, Ohio, that helps nonprofit groups and their executives with organizational development, career development, and fund raising.

Karen Katz is founder of the Career Acceleration Network, (CAN), LLC, a career strategies company in Philadelphia. She is an active supporter of Net Impact, an international nonprofit organization whose mission is to make a positive impact on society by growing and strengthening a community of leaders who use business to improve the world.

Lynne Sarikas is director of the M.B.A. career center at Northeastern University's College of Business Administration, in Boston. She previously worked as vice president for development at the United Way of Massachusetts Bay.

A transcript of the chat follows.

Peter Panepento (Moderator):
    Welcome to today's live discussion. Today, we're going to talk careers -- namely how to manage your career during what is proving to be a really tough job market.

Peter Panepento (Moderator):
    We have three career experts available for the next hour to take your questions on managing your career in this environment. With any luck, we'll be able to offer some insights into how to make yourself an indispensable asset to your organization. You'll get tips on how to become a more effective employee, how to search for a new position in this market, and much more.

Peter Panepento (Moderator):
    To ask a question, simply click on the "ask a question" link on this page and type away. This is a text-based discussion and this page will refresh every minute with the latest content. Let's get started, shall we?

Question from Megan, small nonprofit:
    I am a young development professional with less than 5 years experience in the field. I work for a small nonprofit in a development job that I love. I've also been quite successful thus far, already raising more than double my salary in my first year, and I'm on track to raise $100k+ by the time of my annual review.

Here's my question: My first annual review is coming up this spring. I believe I deserve a significant raise ($5k+) based on what I've accomplished so far and on what other development professionals with my level of experience are paid. How can I make my case while also wanting to appear a "team player?" I'd like to stay in my position for the forseeable future, but I need to be paid what I'm worth and what others with similar fundraising experience (and success) are paid. I also know that a successful fundraiser is a valuable commodity right now.

Thank you for any and all help and advice!

Karen Katz:
    Megan, I'm so glad you asked that question. From my son, a colleague in the nonprofit world, I learned of a book that sounds like a "must read" for you. Here is a link to a preview to "Uncharitable," by Dan Pallotta (released 12/01/08): There is a lot of interest in this book on the blogosphere, so check it-out as well. As I understand the author's point, it supports your case perfectly. How can you continue to do a good job if you are underpaid and insufficiently recognized? I live in PA, where Quakers like William Penn came from England to do good - they also did well. Apparently, you are only able to claim half of that equation.

You should ask to be better compensated because it will make you more productive, not because it is a moral obligation on the part of your agency. Yes, your pay should be in-line with others doing similar work, whether the work is in the private or public sector.

Keep in mind that money seldom motivates people, but it frequently "de-motivates." In other words, after receiving a raise, you are unlikely to work longer hours and care more: you already do that, I'm sure. But if you are compensated properly, based on market rates, you are not likely to repress anger and resentment while trying to do good.

Good luck.

Question from Daniel, midsize music education nonprofit:
    Do you have any advice for nonprofit employees who are looking to change jobs during the recession?

Lynne Sarikas:
    This is a challenging time to change positions, especially in the non-profit world but it is certainly possible. You want to focus on your strenghts and how you will add value to the organization. This is a time to focus on flawless execution. Make sure you have no typos in your resume. Be sure your cover letter is customized. Send a handwritten thank you note to be sure you stand out from the crowd.

Karen Katz:
    Regarding the question about nonprofit employees involved in job search during the recession...

Important not to compartmentalize yourself as a nonprofit employee. You should position yourself as a team player, one who is constantly conducting competitive analysis, and seeking greater understanding of the needs of your customers, clients, constituents, etc.

The best way to find a job is to conduct research - create a mini-business plan to meet the needs of a target organization.

Question from cindy lauren, small health non profit:
    do you feel that smaller. one disease organizations can survive this downturn?

Nick Fellers:
    Times are tough for many organizations. I believe success and even survival has less to do with the specific focus of the organization and more to do with the management, the vision and the dedication of the donors. That said, it is certainly a time to explore synergies and efficiencies of partnering at various levels with other organizations to reduce operating costs and increase revenues.

Question from Alex Tobin, UCAN :
    As a Development Analyst, I split my time between foundation cultivation/grant-writing and working to improve UCAN's databases. In my brief time working for this social service agency, I have reached out to many new foundations, but so far have not been approved for any grants. But my bosses say I am doing a good job. How can demonstrate my worth to UCAN?

Karen Katz:
    Alex - How long is a "brief time?" Is your agency (UCAN) the Utility Consumers' Action Network?

Your question suggests that you are worried about job security and/or your own feelings of self-worth because you haven't been able to "bring home the bacon" in your brief tenure with the agency...is that a correct understanding? And by way of clarification, how long have you worked with UCAN?

I would encourage you to demonstrate your resourcefulness: *continue to learn about the needs of those who are constituents of UCAN; *the UCAN blog contains many "prompts" that could take you on journeys to understand and meet the needs of constituents, e.g. Boomers applying for Social Security and Medicare, consumers caught in contracts with companies gone bankrupt... Take the initiative to follow these threads through public and private resources; look for grant money and direct/indirect support of the needs of your constituents - your success in meeting their needs will raise the profile of your agency and attract grant money.

*Raise the profile of your agency in the blogosphere. Read about the work of other organizations, refer to them, link to them: give and ye shall receive *Look for grants and networking opportunities via Social Networking tools, e.g. through group affiliations on Facebook and LinkedIn. An interesting factoid re: the underutilization of Facebook: American Red Cross has 1 million members on Facebook; raised ony $10k using this tool in 2006-07.

Does this help, Alex?

Question from Laura, mid-sized museum:
    Our museum just eliminated several positions last week and is downsizing. How do you maintain morale and a positive environment for staff going through organizational change and tough economic times?

Nick Fellers:
    Going through cutbacks is always difficult. The survivors often experience guilt because they still have a job while others were let go and they often have to do more work. Open communication is more critical than ever during tough times. It also helps keep people motiviated if there is a plan of how to make things better. It is also important to look carefully at the work to ensure that the most important work is being done and that remaining staff isn't wasting limited time on things that don't matter.

Lynne Sarikas:
    Some additional things to consider if you are working in a non-profit in these challenging times since this is a time when you want to shine. Stars tend to be retained even during tough times. Be the go to person, earn a reputation for being the one who gets things done. Demonstrate your passion for the mission and your can do attitude. Continue to enhance your technical skills. Volunteer for special projects and assignments when you can to add to your experience and to increase your visibility. Deliver results. Add value to the organization in all you do.

Question from Leah, SD nonprofit:
    Which fundraising sectors are more at risk for layoffs?

Karen Katz:
    I'm not certain what you mean by "fundraising sectors:" do you mean sectors of NP or type of work...? I'll guess that you mean sectors of NP, and I think it is really based on the performance of the NP, NOT the sector. Health and education are of huge interest and need; maybe art and music are more threatened as they are viewed as discretionary. Is this what you mean, Leah?

Karen Katz:
    Fundraisng is the life-blood of nonprofits. Time for the NP sector to be bold, honest, and effective at this task. Not to be reticent, shy, apologetic.

Take lessons from successful NP's like Acumen Fund, Susan G. Komen Breast Cancer, MS Society. Be creative - use the Obama model, Advertising Age's Marketer of the Year, 2008.

Question from Marianita Paddock, Consultant, Houston, Texas:
    What trends are you seeing so far in the marketplace for turnover now in development positions? Is there a need more than ever for a service to coach individuals and organizations on how to be better, more efficient fundraisers? Any of the panelists can address please.

Nick Fellers:
    I think the need is similar to where it's always been... however, now organizations are addressing the need for change because of these times. In that respect, that is a wider market for coaching and counseling services.

Question from Peter Panepento:
    Lynne, can you talk a bit about how employees at nonprofit organizations can find ways to add value to what they do? What types of work habits and lines of thinking should they adopt to become more productive and effective?

Lynne Sarikas:
    Passion for the mission is critical to success as is a can do attitude. Look for opportunities to do things more efficiently and effectively. Don't just crunch the data - look for what it is telling you and what you can do about it. Look for solutions to problems. You want to be known as the go to person who can get things done. Think outside the box to deliver results and meet deadlines.

Question from Peter Panepento:
    How can organizations get their employees to think differently about their work during tough economic times? What messages should they be giving their employees to help both of them prosper when times are tough?

Nick Fellers:
    I think this question is relevant in any economic time. First and foremost, I think we all need to remember our reason for existence. Every organization should exist to change lives, save lives or impact lives. Part of morale is having some great discussions around what it means to (1) be able to do this and (2) what it takes to accomplish this. Again, I think we need to reminded of this when the economy is good and when the economy is bad.

Nick Fellers:
    A lot of questions about morale /team. I've been talking to teams and boards about three 're-s' other than the obvious 're'. They are to re-design, re-allocate and re-imagine. We've had a lot of POSITIVE conversations around re-imagining services, re-imagining impact.

Question from MJ, small education nonprofit:
    Can you share suggestions for managers/employers whose organizations are forced to lay people off during these tremendously difficult economic times, and who want/need to have remaining staff really pull together to help the organization survive?

Karen Katz:
    Great question - in general, the answer is never treat people like tissues - never throw them away.

Working teams in companies, and even more so in most NPs, become very close. When you must let someone go, you are obviously affecting all of them. I suggest that you offer a lot of alternatives to lay-off, e.g. reduced work hours, shared jobs, etc. (unless you are letting people go who SHOULD be let go, in which case you should "belly-up" to the performance issue and NOT blame the economy).

If layoffs are needed, share the "outplacement" role among the group - let them all help their colleagues find their next big gig. You don't want people who were once your advocates to "bad-mouth" your organization or your management-style. Outplacement help is a great relief - everyone will want to help and those affected will be forever grateful.

Does this help, MJ?

(performance issue and not blame it on the economy)

Peter Panepento (Moderator):
    We're about halfway through today's discussion. At this point, I'd like to offer a reminder that you can ask a question at any time by clicking on the "ask a question" link on this page. From there, all you have to do is type in your question -- and one of our experts will offer a quick response.

Question from Cindy Lauren, small health non profit:
    Is there a more proactive way to seek new job opportunities, rather than waiting to see if there is an opening some place we might want to work?

Karen Katz:
    Oh - thanks for pitching me this ball, Cindy. One MUST be proactive in seeking jobs or changing careers - they are not going to jump out of your computer. You need to be like a paramecium - always moving out into the world, taking-in new information and ideas, giving back through the filter of your experience and ideas. Network like a maniac, but not in a way that gives people the impression that you are sucking them dry - be prepared to offer them information that is of value to them. You are looking for work; the onus is on you to use your time to learn all you can about the needs of organizations of interest to you; present them with a mini-business plan.

I don't have time to write it all here, but I have written many blog posts on this topic - a detailed one in June of 2008. Please see

Question from Peter Panepento:
    For younger workers, how do they establish the proper work habits for earning the reputation for "getting things done." And can more mature workers who haven't developed those habits learn new tricks after they are established?

Lynne Sarikas:
    For younger workers, they have to earn that reputation by completing assignments on time and accurately. They gain nothing by rushing through an assignment that is submitted with errors or without proper analysis. Deliver quality, timely work to begin to establish the repuation. Then seek additional opportunities where you can learn something or add value so they begin to see you broader than your current role.

The rest of the question is basically do I think you can teach an old dog new tricks. For a mature worker it is often not successful when someone tries to force a change but if the mature worker is committed to making a change themselves they can definitely do that. They need to set goals and milestones to track their progress. It takes time to change your reputation in the workplace but it can be done. Once they are able to consistently maintain the change it will be noticed.

Question from Peter Panepento:
    Should nonprofit groups that are worried about staff reductions be communicating with their employees about these concerns? If so, what should they be saying?

Nick Fellers:
    I think honesty and openness is always the best policy. If things are bad we need to 'confront the brutal facts' but then give everyone a chance to weigh in positively.

The mission of your organization does not go away. I've seen that the 'economy' is a great catalyst for conversations many should have been having about change for a long time (in a positive way).

Also, team members can see what's happening. Don't try to mask things or the gossip gets out of control.

Don't know if any of today's readers are readers of INC Magazine but there was a great article this month with some language and approaches - I could not say anything better in a short time.

Question from Jasmine, small non profit:
    What are some actionable steps to take to become indispensable? What books would you recommend to help improve performance and become a key player?

Karen Katz:
    Lots of great books and now, great blogs. To keep your sanity and retain control of your book budget, I would use the Library for books; the Internet for blogs. I agree that Sales and Marketing literature offer a log of good advice for those who want to distinguish themselves and be successful in the marketplace.

The best new writer about being indispensable is Seth Godin. He writes a blog; has written numerous easy to read books. Here's his essential question about being indispensable: if you are walking in a meadow, do you notice the brown and white cows? No. So become a purple cow.

Karen's method to do this: act like a paramecium. Be alert in everything you do - read newspapers (and help save them too), read journals (like the Chronicle of Phil. and Higher Ed), read blogs on topics like marketing. If you go to Seth's blog, you'll see that he has a "blog roll." Another good one is Guy Kawasaki. And of course, my blogs, Career Acceleration Notes and PhillyCAN-Jobs

Peter Panepento (Moderator):
    This was posted by Nick Fellers in response to the previous question: I wanted to weigh in with a quick thought re: this question. I would read anything on relationships, sales... I think we need to be out engaging prospects (individuals, corporations, foundations)... many nonprofits are NOT doing this right now. If you put yourself in a position to be doing this you would be indispensable.

Question from Meredith, student:
    I'm about to start a masters program for Nonprofit Management. I have little practical experience working in the nonprofit world. Will completing the degree give me an edge over the competition in the current market? Or, will experience outweigh education?

Lynne Sarikas:
    Congratulations on entering the Masters Program. A tough economy can be a great time to go back to school to enhance your skills. Education can definitely be a differentiator. The ideal combination for most employers is a combination of education and experience. I would suggest that you seek out a volunteer opportunity - ideally on the board of a small non-profit. That would give you an opportunity to practice what you are learning in your program while adding value and gaining experience with a small non-profit. Small non-profits have working boards where each member is expected to contribute time, energy and expertise. Find something you are passionate about and get involved. Your degree will be even more valuable when you combine it with practical experience. Good luck with your program.

Karen Katz:
    Continuing education is a key resource. While I am a big fan of academia and have paid for 6 degrees in our family of 4, I believe that inexpensive, short-term, and targeted continuing education can be hugely beneficial.

Good work habits are learned at a very young age; if you are aware of habits that are sabotaging your success, you can make a change only when you recognize your deficits. Find a mentor outside your family if you are a young person; be a mentor if you are an "older worker."

Frequently, it is technology that is the weak link for older workers; for younger people, it is humility and work ethic. Think of all the stories about younger and older pairs of people...

Question from Peter Panepento:
    Nick, you make some interesting points about morale. What can employees do themselves to keep their spirits up if they are facing an uncertain situation? How can they continue to be productive and exceed expectations when economic times are tough.

Nick Fellers:
    I almost want to 'attack' questions about the economy (not you, Peter, but the questions). I've been out 'visiting with people / making asks' in many communities throughout the US since October. In fact, this morning I'm in San Diego visiting with prospects.

We are in an economically tough time. Fact.

However, having been 'on the street' it's not all doom and gloom. I get objections about the economy far fewer than we would be led to believe. I think this is partly because the conversations focus on the impact/ the mission. Also, it's in the context of a broader relationship with prospects.

Now, make no mistake, I do hear objections about the economy but I think we simply need to increase the quality of our conversations with prospects and number of visits. Not everyone has been crushed and not everyone is out of money - if you're in the US you're still in an amazingly philanthropic country. Still plenty of money - but it's going to those organizations that really connect with the funders.

To answer your question on both impact and income - we need to get reconnected to our mission and work hard to reconnect prospects and existing relationships to our work. I cannot think of a better time to give a tour or take a meeting :)

Question from cindy, health non profit:
    so sorry, karen's reply was cut off, can you give me the end of ' please see' thanks

Karen Katz:
    Sorry for the confusion. The blog can be found at http://careeracceleration.typepad.com/

Question from small nonprofit:
    In continuation of that theme...we all have to learn to do more with less. However, what are some signals that it is it time to call it quits at your current position and move on.

Nick Fellers:
    I have a few thoughts on this one. Signals that it may be time for you to quit include dreading Sunday nights and the prospect of going back to work on Monday, difficulty getting out of bed in the morning, lack of passion for the mission. These could all indicate that it time for you to move on.

The flip side is looking for signals that the boss may think it is time. Layoff decisions are often difficult espacially in tough times. Indicators that you may be on the short list include sudden change in how your boss interacts with you, does your manager avoid casual conversations now? does your manager suddenly not respond to your email messages as quickly, does management seem to be avoiding you or failing to make eye contact? Are they key project assignments all going to someone else? Sudden changes in your bosses interaction with you could signal that your job is at risk.

Question from Alex Stewart:
    How can I transition into consulting successfully? I was recently let go due to changes at my organization and figured now is as good a time as any to focus my efforts on starting my own business. Since many companies are cutting staff more project based opportunities should be available.

Karen Katz:
    Alex - Moving toward consulting in an economic downturn is a good idea - if it helps you keep the wolf from the door, good; it will also give you "cover" for your period of unemployment.

To do this, you need to rely on your network and your own research. Be sure that you have identified a niche that you are qualified to fill. Be generous in offering your expertise and your time to those you know in the field; let them suggest others to connect with. Use the resources that are right next to your coffee cup - newspapers, magazines, journals, TV, and radio programs like NPR. ALWAYS think about what you can do for someone else, not what they can do for you.

Once you have given, given, and given, I believe that you will receive opportunities to be paid for your time and expertise. And when you are ready, seek advice from the Small Business Development Associations that are attached to Business Schools. I was lucky to be able to get great advice from the Wharton School of the University of PA - thanks Geoff Pitfield, who is now an entrepreneur himself.

Question from Peter Panepento:
    Lynne, what advice would you offer to soon-to-be college graduates who are looking to begin careers in this market? How can they stand out in what will likely be a very crowded job market?

Lynne Sarikas:
    The job market for upcoming college grads will indeed be crowded as more and more laid off workers are joining the job search. Employers are seeing more and more experienced individuals applying for entry level positions in an attempt to find a job so new grads will compete with not only other grads but also with experienced job seekers.

How to stand out from the crowd? Flawless execution - resume, cover letter, thank you note, interview. Sell yourself and the value of bring to help the company meet their goals. Focus on your unique skills, talents, experiences. Best approach is to network like crazy - this most likely gets into the short stack of resumes where you can be noticed. I tell students they should spend at least 5 times more time networking than they spend on job sites online. Students also need a plan to help drive their search - you can't get there if you don't know where you are going.

Karen Katz:
    Job seekers across the world can get good advice (FREE) from blogs. Here is one that is sponsored by a professional association for coaches and recruiters:

http://www.careermanagementalliance.com/blog/ I was one of the inaugural authors on this blog; now there is a library of posts on a variety of topics, written by career professionals all over the USA. Check-it-out :)

Question from MJ, small education nonprofit:
    Love to hear more from Nick about "reimagining" -

Nick Fellers:
    Following this session I'm walking into a board meeting to facilitate such a session with a small education nonprofit :)

A while ago I wrote an article about this. Some big and great questions to ask (again, I think in any economy).

9 Big Board Questions (but they are for your entire team) http://www.forimpact.org/2008/01/9_big_board_questions.php My central thought re timing and now: We can use this economy as an 'action forcing event' to create positive change.

Question from Emily, International NPO:
    Hi, thanks for hosting this great question session. My organization was unable to offer our standard year-end bonuses, cost of living or even promised salary increases this year. As a long-standing employee, I am pretty close with my ED and would like to suggest some other options for compensating/rewarding employees to keep morale up (such as a small PTO "bonus," a one-time use of the organizations frequent flyer miles, more flexible work hours, etc). Do you think this is appropriate? What are other organizations doing to keep morale up when raises and financial compensation aren't an option?

Karen Katz:
    This is a great question, Emily. If you are in the international "space," why don't you contact some other organizations, either through social networking tools, phone, or blog. Do you belong to groups through LinkedIn and Facebook? Do you read blogs like NextBillion.net? Have you consulted with the folks at Net Impact.org?

I think you can also get some great ideas from Fast Company magazine - they have been at the forefront of ideas for young and innovative employees. They also have a blog and a "Circle of Friends."

Nick Fellers:
    Another thought re: morale. I know of one organization in Hawaii that gave two weeks off to everyone as 'family time'. That extra time (mandatory) brought everyone back 'charged up'.

Question from Alex Stewart:
    How can I transition into consulting successfully? I was recently let go due to changes at my organization and figured now is as good a time as any to focus my efforts on starting my own business. Since many companies are cutting staff more project based opportunities should be available.

Lynne Sarikas:
    This could be a good time for you to explore starting your own business. First you should do some research on your target market to see if they will be in a position to purchase your services. Have they cut their consulting budgets? That could certainly be a red flag. You should also take time to build a business plan. Often people jump into consulting because they have something they know very well and others will pay for that expertise. Unfortunately a key component to a successful consulting business is not just delivering the quality consulting but also to be continually developing new business so the next consulting engagement is lined up and waiting. For many consultants this is the most challenging part of the job and often leads to their demise. Seriously review your skill sets and interests to determine if this if for you. There are books available to help you through the process and to get you started on your business plan. Careful planning will pay off in the long run. Good luck.

Nick Fellers:
    No one has asked this question but I also wanted to add some thoughts about 'sales'. It's not a word that's used in our sector but I want to bring it up in a positive light re: being indispensable. To be truly indispensable be on the front lines engaging with individuals, corporations and foundations in this time. Your job to build and maximize relationships - again, so many organizations are avoiding this.

Most relationships and strategic gifts take months to finalize - a great time to start working on them now.

Also, two years ago I worked with an organization in Yakima, Washington. It's an agricultural area that was suffering from a few years of droughts. The work to pave relationships then is paying off now as the hops market is exploding (economy is opposite the rest of the country). This org is benefiting while others are trying to catch up.

Re: Sales. I mean sitting with people, listening to what they're trying to accomplish and really finding out how to best communicate and share your (1) purpose (2) priorities and (3) funding plan. As well as asking for help/support/investments.

If you get 'the sales thing' then right now is about expanding and building the sales pipeline.

Question from Peter Panepento:
    We're seeing an increase in the number of so-called "sector switchers": people who have built their careers in the business world and want to transition into a career in the nonprofit world. What should they be emphasizing in their efforts to land a job at a nonprofit organization in this environment. Should they focus on their skills -- or on their actual experience -- in presenting themselves?

Karen Katz:
    As someone who personally switched from the business world to the non-profit world several years ago I found a few things to be critical. The transferrable skills were certainly important. Commitment to the mission was critical. Ultimately what finally closed the deal was an admission that while the skills were transferrable I would need to learn the specifics of the non-profit world. They resented people who assumed that if they could run a business, they could run a non-profit. Clearly many of the skills are transferrable but they need to understand that they have to perform the job with limited resources and money is not available to throw at problems to resolve them. Working in a non-profit often requires much more creativity in solving problems and achieving results.

Nick Fellers:
    I've been chirping in a lot about making visits and wanted to add some more context. What we're seeing are 'charitable dollars' decreasing and 'philanthropic dollars' being either re-allocated or even increased. What I mean by that is instead of giving to all, foundations and individuals are taking this time to be more strategic. It's very important to be out visiting with your best 20-30 prospective relationships, engaging them and this is really the only way to maximize the relationship/bring in major gifts/or really engage at a strategic philanthropic level -- where the bulk of the funds are available.

Question from Young Development professional, NYC area:
    Hi Karen! Thanks for your time and expertise today. This is a signficant topic for me. I am a young development professional with less than 2 years experience in the field. However, I have a strong non profit background in direct services and programs. I've also volunteered for distinct charitable organziations. Additionally, I've worked in medical communication and advertizing sectors---arguably, in some way pertinent to development.

Here's my concern- any potential employer will look at my CV and say where is she going? Where's her focus? Now while I personally value versatility and trust that employers do as well, in today's economic climate I fear that this is disadvantageous.

Your thoughts on how to make the correct spin on the varied background? Also, how do I land the versatile development job? I've found far too many listings very limiting especially at the Associate level.

Finally, please provide the missing info. Re: your blog posts (C. Lauren's question posed).

Karen, many thanks in advance!

Karen Katz:
    A long question - let me see if I get it... You want to know about blending your NP development experience with other experience in medical communication and advertising?

You are a lucky woman! You have the "stuff," all you need to do is mix it up and then take it apart, like an algebra equation. Look at your accomplishments, the byword of all career professionals worth the title. Look at what you achieved on behalf of the organization - the Challenge - the Action you took - the Results. Don't worry about job titles and sectors. As to my blog: http://CareerAcceleration.typepad.com and http://CareerAcceleration.typepad.com/PhillyCAN Best of luck, Young Development, NYC :)

Question from Peter Panepento:
    What are the biggest mistakes folks in the nonprofit world can be making right now in terms of managing their careers?

Nick Fellers:
    Wow, interesting question. I always remember a quote that traveled to me by way of Tom Peters: "Punish mediocre successes and reward bold failures."

I think we need to be bold. Especially in these times.

You will be rewarded for taking big leaps - so long as it is with the best end in mind - again, my mantra, to change lives, save lives and impact lives.

Even if things don't work out in your current position your career will be rewarded. I've seen this over the past 10 years - watching those that have moved from org to org 'staying safe' and those that are trying to really move the needle (even if not always successful).

Peter Panepento (Moderator):
    Our time is up. Thank you to everyone to joined us today. I hope you found the conversation useful. Thanks, also, to our expert guests -- Karen Katz, Lynne Sarikas, and Nick Fellers. Each of you brought some great ideas to the table and we appreciate the time you spent with us today. Next week, we're moving our weekly discussion to Wednesday at 1 p.m. because of the inauguration of President Barack Obama. We'll post more information about our discussion -- "Making Your Marketing Message Matter" -- tomorrow at http://philanthropy.com/live. Thanks again.

Comment from Cindy, Health non profit:
    This has been very helpful. thank you all for the questions and answers