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SynerVision Leadership.org I 35
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Leading through Transition
Whit Babcock
Executive Office
One of the great challenges
facing nonprofit leaders today is
leading in times of transition. We had
an opportunity to speak with Whit
Babcock, Athletic Director at Virginia
asked him about how leaders
in the social benefit realm can grow
their organizations, how to develop and
maintain talent in your organization, what
his 6-month plan was, and how to interact
with tradition in an organization.
Growing Your Organization
First, you are only as good as the people
around you. Early on, as a leader, you might
think, “I’ll pick this team and I will lead
them, and it’s me leading.” But I very quickly
learned (as anyone in a leadership position
should) that you’d better surround yourself
with good people. That means leaders must
have self-awareness.
Transparency and trust are also vital in these
situations. These are characteristics that
transcend an industry.This isn’t just athletics,
or one particular industry, this is just as true
in nonprofits or any other sector. The staff
that you have around you must be given
authority and responsibility to do their jobs.
You also are responsible for holding them
(and yourself ) accountable.
Developing and RetainingTalent
I believe that people desire to know that they
are going to see career development take
place. This brings three positive impacts for
leaders:
1. It continues to grow the staff
2. It positively effects morale
3. It assists in lifelong learning.
Developing a career development plan, and
helping staff achieve that, provides talent
with an understanding that they are valued
for who they are and where they are able to
grow.
If a staff member wants to leave for another
job, I understand that.Who am I to tell them
that they shouldn’t leave for another job? I
have. I want them to know, however, that the
people that you work for and the network
that those people have is probably more
important than a title or a paycheck.
There are certain athletic directors, including
one I worked for at the University of Missouri,
Mike Alden, who helped me understand
not to get tied up in upward mobility and
paychecks.That stuff will come with character
and competence.The person I work for, what
they can teach me, how they can develop me,
and their network of contacts is much more
important than titles.
I recommend not jumping jobs just to climb
the ladder. As you get on in your career, be
strategic about your moves. Ultimately, with
every new job you take, ask “If this is where
I am for the next 20 years, I am going to be
satisfied?” Taking jobs, with intentions that
this is going to be a 3-5 year stop, isn’t the
best plan forward. You’ll always be looking
for the next job and not performing your
duties at levels that lead to excellence.
The 6-Month Plan
I have learned a lot in my different
stops that have prepared me for my
work at Virginia Tech. I believe you
have to get the lay of the land, so to
speak, work to shorten your learning
curve, and go in with no preconceived
notions. Four keys stick out:
1. Get the lay of the land
2. Major on the majors
3. Hurry, but don’t rush
4. Pick your spots to implement change.
One of the things that I have done in each
of my jobs is to have a meeting with every
single employee. At Virginia Tech that is
171 employees. We do it for everyone, entry-
level to head football coach, and everyone in
between. We set the meeting on their turf,
which hopefully begins to set the tone about
my care for them. At Tech, those meetings
took four months. It was a major investment,
but it allowed me to get to know the people
and the culture, which shortened my learning
curve quickly. It was also an opportunity
for everyone to have a voice and for me to
get the lay of the land really quickly. Before
long, consistent themes begin to develop that
provide real value.
Everyone has a homework assignment that
they have to turn in.They are asked:
• To share about themselves.
• To complete a SWOT (Strengths,
Weaknesses, Opportunities, Threats)
analysis of the department.
• To state who the go-to people are in the
organization when you really need help or
an answer.