An associate since 1997, John Durel combines practical experience from more than twenty-five years in nonprofit organizations, with a keen understanding of how people and organizations function. He has assisted hundreds of nonprofit organizations and leaders in developing and executing realistic plans for future growth. REX—Roundtables for EXecutives A particularly effective means of developing one's strengths is to join a REX roundtable. Members meet to help one another solve individual problems, and to learn about new approaches to building strong organizations. John chairs roundtables for nonprofit CEO's, senior managers, and development directors. Retreats and Meetings When an organization needs to make crucial decisions about its future, John helps the leaders design a process so that the decision-makers (board, staff, or some combination) come to agreement based on good information and a full understanding of the perspectives surrounding the issues. John is a skilled meeting facilitator, ensuring that even the most contentious issues are aired through constructive dialogue. Leadership Development Through workshops and coaching, John enables people to discover the talent they have for effective leadership. He pushes them to action, so that they have a real impact on their organizations. Organizational Audit and Coaching Using questionnaires and interviews of staff and board, John helps the leaders of an organization understand what is really going on, and to devise a "getting better" agenda to improve performance and effectiveness. Strategic Planning When an organization needs focus and direction, John designs a comprehensive planning process that not only yields a shared vision, but also aligns the organization and brings energy to the board and staff. Background John has spent his working life learning how to help people in organizations do better work. He has held leadership positions within organizations, where he has focused on developing the abilities of individuals to work effectively with others. John grew up in Thibodaux, Louisiana. After graduating from the University of Notre Dame in 1967 he joined the US Navy, serving as Communications Officer aboard the USS DeHaven for three years in the Pacific, and for two years as head of a division of computer programmers at the Navy's European headquarters in London. As a young officer he learned how to recognize the talents of people junior in rank but with much more experience, and found ways for them to enhance their skills and contribute to the overall success of the command. He received a Navy commendation for outstanding performance in the supervision of personnel. His stay in London sparked an interest in history, and especially in the lives of ordinary people. This served him well in his first museum job, as Director of Education at Strawbery Banke Museum in Portsmouth, New Hampshire. Strawbery Banke is on the site of one of America's oldest urban neighborhoods, first settled in the 17th century and occupied continuously until the creation of the museum in the early 1960's. By the late 1970's the museum was adrift, at times considered a colonial village, at times a maritime museum, and at times an historic preservation site. John helped to bring focus to the museum's programs, using social history and multiple academic disciplines to examine and interpret how the neighborhood changed over time. To support the changes in historical content, John helped the museum staff develop new ways of doing its work. Projects crossed departmental lines and blurred the distinction between front line and behind-the-scenes staff. Historical research and public presentation became a seamless process, with the museum's public actively engaged with the staff in seeking to understand the past. After receiving his PhD in American History in 1984, John took a position as Assistant Director of the Baltimore City Life Museums, an institution that was undergoing rapid growth. He helped to bring new facilities on line, expanded the staff, further developed cross-functional teams, and pushed new ways to engage the public. For two years he also served as Assistant Director of the B&O Railroad Museum, facilitating its transformation from a corporate to a private, not-for-profit museum. These experiences gave John valuable lessons in day-to-day management, as well as in leading staff through serious changes. In 1995 John stepped up to the position of Executive Director of the Baltimore City Life Museums. The following year proved to be a time of major challenge and deep learning. A new facility was under construction, and John was unable to rally the board to raise the necessary funds to open it without a debt. Once it opened, he failed to generate enough revenue to cover the debt and operating expenses. He did not recognize how serious the situation really was until it was too late. The board asked him to resign after a year, and the museum itself closed six months later. Drawing on the lessons of Baltimore and his years of experience leading organizations through change, John began consulting with nonprofit in 1997. Since then he has helped hundreds of nonprofit organizations and leaders improve the ways in which they serve their constituents and achieve their missions. His clients are nationwide and include cultural, educational, and healthcare organizations, as well as governmental agencies. Comments about John's work... I remain very grateful and impressed. The ideas that you have crystallized [for us] reflect both keen listening and good thinking. David Donath, President, Woodstock Foundation, Vermont As I mentioned here the day after seeing you, you're one of the few people who parachutes in from outside and really gets it, as if you were here around the table day in and day out. Brian C. Thompson, Executive Director, Museum of American Financial History I'm happy to report that I conducted my first meeting this morning and it was a success—thanks, of course, to the tips I picked up in "Learning to Lead"... Reflecting back on the conference, the leadership workshop was the highlight - as well as the source of the most practical information. Tom Illmensee, Web Site Production Manager, Virginia Historical Society "What will Cape May be like in 10 years?" John Durel had asked a crowd of more than 100 residents at a town meeting Thursday night... At the end, Durel, a consultant hired to run the meeting, asked the key question. It got to the heart of the matter... Durel worked the crowd and did a good job getting virtually everyone to speak at one point or another. Atlantic City Press, September 29, 2000 This roundtable is a real highlight for me—both in my professional and personal life. My employees always look forward to my "newest tricks" and have come to appreciate the value of the many rich benefits we all receive. Julia Bland, Executive Director, Louisiana Children's Museum John, I can't adequately express how much I was helped by our gathering. Over the last two days so many things have fallen into place in my mind. I'm feeling very focused and a bit more empowered. Had a great lunch with my Director yesterday who loved the idea of the strategic job descriptions. I'm actually following up with HR today. Lora Urbanelli, Deputy Director, Art Museum, Rhode Island School of Design Throughout their six month effort, the Qm2 team was competent, thorough, and clear in their understanding of the issues and needs of their client. The resulting work has defined the future development of this nationally significant property. Andrea Mones, Regional Historic Preservation Officer, GSA I feel so positive about the work we did this past weekend. I attribute most of our progress to your guidance before our retreat; the confidential survey; and your skillful handling of us and keeping us on track. Your arms length perspective is such a terrific asset to our work. Thank you. I am looking forward to our next retreat. Kristine Howland, VP for Advancement, Union Institute & University