Avoid burnout by getting your people connected

I love it when the planets align. I was about to hold a podcast with Connection Culture author, Michael Stallard, when I read an article in Fast Company titled, “The Top Three Nonprofit Jobs of the Future.” One of those jobs is Chief Culture Officer. It’s been said that you have a culture whether you cultivate one or not. The question is, are you going to be a leader who carefully cultivates one or leaves it up to chance?

When I had my conversation with Stallard last week, I asked him why nonprofit CEOs need to prioritize culture. My guess was competitive advantage and quality of work life but, of course, he had a much more interesting answer.

Join me in listening to this answer and others about how to avoid burnout in your ranks, the signs of a healthy culture, examples of connected cultures and where to find more than 100 ways to connect employees:

CausePlanet: What are the benefits of a connection culture? In other words, why should a nonprofit CEO care if their people are connected to one another?

Benefits of a Connection Culture

CausePlanet: How can the ideas in your book be applied specifically to the issue of nonprofit burnout?

How Do CEOs Neutralize Burnout?

CausePlanet: How can nonprofit executives foster connection within their organizations?

What Elements Are Necessary for Connection?

Get a free copy of 100 Ways to Connect and Stallard’s “Connect to Thrive” email newsletter.

CausePlanet: Can you tell us about a connected culture you observed and appreciated?

Connection Culture Example

CausePlanet: Tell us more about the Connection Culture!

More About the Book

Learn more about Michael Stallard’s first book, Fired Up or Burned Out and our summary.

More titles and summaries in this genre:

The Nonprofit Organizational Culture Guide: Revealing the Hidden Truths that Impact Performance

Culture Eats Strategy for Lunch: The Secret of Extraordinary Results Igniting the Passion Within

Winning with a Culture of Recognition

Image credits: ATD, culturetalk.com

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[PODCAST] Need to clarify roles between your nonprofit staff and board?

Board leadership is an area that demands much of our attention and effort due to its critical role in helping an organization “thrive or dive,” says Jean Block, author of The Invisible Yellow Line: Clarifying Nonprofit Board and Staff Roles.

Block decided the Invisible Yellow Line is a perfect metaphor for the working relationship between a board and staff in a nonprofit organization. If you’ve ever watched a football game on TV or your personal device, you have the benefit of a yellow line on the field that shows you how much yardage the team must gain in order to move down the field for a touchdown.

Even though the line is invisible to the players, it’s constantly moving and hotly debated at times. Board members and staff have cooperative roles and responsibilities that seem to be constantly moving depending on the “field position” or goal at hand.

In a recent author podcast with Block, we asked:

CausePlanet: What is the most common signal that tells you that your board and staff need a conversation about roles and responsibilities?

Listen to her answer hereJean Block on signals

CausePlanet: In chapter nine, you talk about the Invisible Yellow Line Test. Could you explain what some of those questions might be and how the test can help staff and board members move forward?

Listen to her answer hereJean Block on testing the clarity of your yellow line

If there was one universal nonprofit rule book that contained a set of guidelines defining the roles of the board and staff, we could avoid an incredible amount of miscommunication and angst over getting things done at the leadership level. The fact is it doesn’t exist because things change, asserts author Jean Block.

She adds that organizations and people evolve. Block has written The Invisible Yellow Line to provide a way for board and staff leaders to communicate about their roles and “reduce the trap of assumptions and defensiveness.”

Learn more about Jean Block and her services at www.jblockinc.com.

Learn more about this title and related book summaries at CausePlanet.org.

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[PODCAST] Get more done in your meetings (and your pitches!)

Meetings can be an expensive waste of time if they aren’t led properly. Authors Dick and Emily Axelrod have dedicated their careers to understanding and promoting what makes an impactful meeting in Let’s Stop Meeting Like This: Tools to Save Time and Get More Done.

The Axelrods explain step by step how to participate in highly effective meetings no matter your role: a leader, contributor or facilitator. The Meeting Canoe is an approach that helps readers understand the importance of order, shape and flow to your gatherings.

Join us for a recent podcast we recorded with the Axelrods about what’s useful, what’s challenging and why people accept bad meeting habits: 

CausePlanet: Thank you for adding the Meeting Canoe framework to the body of literature about effective meetings. It’s a terrific addition. Which part of the Meeting Canoe do most users find most transformational when implementing the approach?

Listen here for their answer or read below: What part of the “meeting canoe” is most helpful?

DA & EA: Welcome, Connect, and Attend to the End. Most meeting agendas call for a perfunctory welcome and do not spend time connecting people to each other and the task. The result is they fail to build a solid foundation to do the meeting’s work. Similarly, most meeting agendas ignore attending to the end. This results in people being unclear about what was decided during the meeting as well as next steps following the meeting.

Failure to spend time discussing how to make future meetings better leaves the group without a self-correcting mechanism. We learned from an architect colleague that how people enter a space and how they leave a space is as important as what happens in the space. We believe this is true for meetings as well. By paying attention to the Welcome, Connect, and Attend to the End parts of the Meeting Canoe™, meeting designers create a complete, productive meeting experience.

CausePlanet: Which part of the Meeting Canoe™ do most readers find challenging to implement?

Listen here for their answer or read below: What is the most challenging?

DA & EA: Attend to the End because they often don’t allocate enough time for it, or if they do allocate time, when pressed for time they skip it. A good ending has three parts:

1.     Review decisions and assignments.
2.     Identify next steps.
3.     Appraise what meeting improvements are needed.

CausePlanet: In your research or client experiences, did you discover why most people accept and perpetuate bad meeting habits?

Listen here for their answer or read below: The Axelrods on why people perpetuate bad meeting habits

DA & EA: The first is that when we asked meeting participants whom they thought was responsible for a meeting’s success, the most frequent response was “the leader.” This habit is an abdication of responsibility for what happens during the meeting, which allows meeting participants to sit idly by while a meeting goes downhill.

We believe another cause is that people have come to think about meetings as painful experiences that must be endured. They do not think of them as a place where productive work occurs. This becomes a self-fulfilling prophecy. When you begin to think about meetings as a place where people do work, then you can design your meetings using the five proven work design principles:

– Autonomy: the power to influence the meeting’s direction
– Meaning: the meeting has importance or significance to participants
– Challenge: a call to engage in something that tests your knowledge, skill, or courage
– Learning: acquiring new skills or knowledge through experience, study or being taught
– Feedback: information that lets meeting participants know whether a meeting is making progress toward its objectives.

When you apply these design criteria to your meeting, you create the conditions for productive work to occur. 

Bonus answer: At the end of our podcast, Dick and Emily Axelrod shared this interesting anecdote with us about how the Meeting Canoe works in pitches as well: The Meeting Canoe works in pitches, too!

Learn more at  www.axelrodgroup.com and https://dickaxe.cayenne.io/

Learn more about this title and related book summaries at CausePlanet.org.

Image credits: ssninsider.com (2), crowdsurfwork.com

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A counterintuitive approach to pressure can help you manage the moment

If you’ve ever let pressure take control, you’re not alone. Working on behalf of a nonprofit can create all sorts of potentially stressful situations. But no matter the scenario, Performing Under Pressure’s Hank Weisinger emphasizes the importance of managing the pressure you feel rather than try to resist or ignore it. In fact, Weisinger encourages us to befriend the pressure-filled moment.

I recently read an article that emphasizes Weisinger’s point. According to Dr. Kelly McGonigal, the most helpful mindset towards stress is viewing it in a way that she calls “protective.” She adds that:

The three most protective beliefs about stress include:

Trying to see your body’s natural response to stress as something that’s helpful

Recognizing that you can handle the stress in your life “and even learn and grow from” it

Keeping in mind that stress is something all of us encounter

So, what does it mean to befriend the moment?

Befriending the moment is one of 22 strategies to alleviate pressure that Weisinger and his coauthor, Pawliw-Fry, explore in their book. They say, “Think of pressure moments as a challenge or opportunity/fun.” This strategy must be used frequently to reduce your threat perceptions, which can cause choking. Seeing situations as threatening drains your energy; reduces your self-confidence; impairs your judgment, attention and short-term memory; and increases impulsive behavior to avoid failure. Feeling challenged, though, is an “inherent performance steroid” and can lead to enthusiasm and positive energy. People do not thrive on the pressure, but they revel in the challenge, making statements like, “I want to see how good I can be.”

Get smart on pressure: If you find yourself losing the battle to pressure, learn more about Weisinger’s strategies for how to manage it in his new online course.

See more titles and summaries on this topic:

Performing Under Pressure: The Science of Doing Your Best When It Matters Most

Little Bets: How Breakthrough Ideas Emerge from Small Discoveries

Buy-In: Saving Your Good Ideas From Getting Shot Down

Image credit: Entrepreneur.com

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Why is failure your ally and how do you get better at it?

Screen Shot 2017-05-19 at 12.02.02 PMWe recently added Fail Better: Design Smart Mistakes and Succeed Sooner to our summary library because it addresses a critical gap in the body of work around failure. According to coauthor, Kara Penn, Fail Better explores HOW failure is a path to success. We asked Penn about how you can make failure your ally, and more importantly, how to get better at it.

Kara Penn: Failure is useful as tool for learning and improvement, if we are open to learning from missteps. But learning from failure is not guaranteed, so we have to work at it.

I imagine most of you can recall a situation in a work or personal environment when failure occurred. We all do it! And it’s memorable. And like touching a hot stove, we tend very much not to ever want it to happen again. But if we can craft and increase control over how we fail and in service of what, we are receptive to a very powerful tool.

The Fail Better Method offers three practical stages to our project work where we can plan for smart mistakes and prepare for greater successes:

 

Launch: At the outset of a project or initiative, think about setting the groundwork for both project success and learning—combat common failure modes like not having Screen Shot 2017-05-19 at 12.00.49 PMthe right resources or skills lined up for the project to succeed, not setting up a strong foundation of communication, or not building enough buy in to your efforts through key partners who can champion your work. In addition, this is a great time to think about how your plans and proposed action for moving forward in launching a program, service or idea tie to the actual outcomes you want to achieve. Logic models or Theories of Change are tools common in the nonprofit sector that can help organizations think through this. These tools allow you to see if you’re building your approach on sound or faulty assumptions and can be used as a diagnostic tool later when needed to see what went right and what was off track.

 

Iterate: Use implementation to test ideas, and be willing to have those efforts not be successful in service of learning. For example, in a fundraising campaign,Screen Shot 2017-05-19 at 12.00.58 PM many of nonprofits use an end of year appeal letter as a way of reaching out to donors. However, this is a perfect place for experimentation using a technique that many software developers use—A & B testing—try out two or three different versions of letters or even methods of engagement, and see which one gets the best results and brings in the most responsiveness and donations. Use this information to build a better approach for next time. It’s relatively low risk and low cost. And gives you a lot of valuable information. Piloting programs instead of launching them outright at full scale is another way of minimizing risk and learning along the way so mistakes or failures are captured early and addressed, while successes can be scaled up. And finally:

 

Embed: As efforts draw to a close, we often fail to reflect on our work, review the data we’ve collected and share out our Screen Shot 2017-05-19 at 12.01.06 PMfindings and insights with larger audiences. This lack of investment in learning at the end is VERY common, in nonprofits but all sectors. We are all busy, rushing into the next thing, but a lot is lost by not doing this and we prep ourselves to lose valuable insights—including pieces that were successful that we want to build on, and things that weren’t that we want to correct or improve for next time. Nonprofits can make time for this by employing a concept used by the U.S. military—an After Action Review—where teams involved in a project huddle up and document what went well, what went wrong, why, and what should be done differently next time. Documenting this information and creating some next steps to share and apply these insights can be a quick way for an organization to learn and improve.

Watch for future Q&A with Kara Penn about Fail Better when we talk about the circumstances when failure is at its best and how to create a culture that’s open to failure.

See more books and summaries related to this title:

Little Bets: How Breakthrough Ideas Emerge from Small Discoveries

Accelerate: Building Strategic Agility for a Faster-Moving World

Made to Stick: Why Some Ideas Survive and Others Die

Image credit: Harvard Business Press (cover image), FailBetterNow.com

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Set your team up for success in 9 minutes

9 minutes graphicWant to change up your Monday and empower your team? It takes nine minutes.

Empower your employees without adding hours to your plate. The nine principles found in this book summary will ignite the engagement, motivation, morale and trust among you team members and will result in greater efficiency and higher levels of productivity.

When it comes to motivating your staff members and bringing out their best, there is no magic bullet, because great leadership is more about the small things done consistently than some huge one-time initiative.

Nine Minutes is a manageable way for leaders to incrementally adopt each of author James Robbins’ recommended minutes and incorporate them slowly into their weekly schedules. Not many books promise the kind of change Robbins does with such a relatively small amount of time.

Learn more about this book and our summary.

See more related titles:

Mission-Based Management: Leading Your Not-for-Profit in the 21st Century, 3rd Ed.

The Invisible Yellow Line: Clarifying Nonprofit Board and Staff Roles

The Nonprofit Leadership Team: Building the Board Executive Director Partnership

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On the cusp of major change for nonprofits

generationgap2015

Special thanks to Thomas A. McLaughlin for this article. McLaughlin is the founder of the nonprofit-oriented consulting firm McLaughlin & Associates. He is the author of Streetsmart Financial Basics for Nonprofit Managers, 4th Edition (Wiley).  His email address is tamclaughlin@comcast.net. This article first appeared in The Nonprofit Times.

Lately when we have been facilitating a group at a conference we have made a point of asking the following two seemingly unrelated questions:

How old are you?

At what age do you expect to retire?

Before we move on, answer the two questions above for yourself (in an actual session, responders are asked not to print their names).  Think about the answers your parents’ and your grandparents’ generations would have given to the questions.  If we were able to go back in time it would be a virtual certainty that your answers would look very different from those of your parents and grandparents had they grown up in the United States.

While we do not yet have enough responses to claim a statistically valid group, the outcomes to date are worth examining.  Here are the averages of the responses we’ve received:

How old are you? 56

At what age do you expect to retire? 70

If these results remain consistent, it confirms that we are nearing the cusp of a major change in nonprofit organizations (not to mention the rest of the economy).   playbuzzIt won’t be business as usual as we near 2030, which seems to be the projected ‘average’ retirement year of our current 56 year olds.

Because the numbers of Baby Boomers born each year began to drop significantly in the early 60’s, the Gen X and Millennial generations will not come close to the Baby Boomers’ higher birth rates.   In fact, we are already hearing about an unusual level of shortages of management candidates, not to mention a shortage of qualified Gen Xer CEOs.  Even entry-level candidates seem scarcer now than ever before.

Nonprofit employee trends aren’t the only ones due for some changes. Nonprofit entities themselves are another area where long-time patterns seem to be changing.  The number of active nonprofit public charities steadily grew from the 80s until 2010, when the upward trajectory abruptly decreased to about 2003 levels.

The pattern is probably not arbitrary.  In all likelihood, the recession that began in 2008 right after the Wall Street crash of 2007 had a tempering effect on the numbers of new nonprofits each year.  Organization creators that had already finished the application process and turned in their request for IRS approval may well have lengthened their intense startup phase, while other potential post-recession applicants for nonprofit status may have deliberately slowed their process in order to begin providing services once the economic conditions improved.  The recession may also have caused some to give up altogether.  Fortunately the upward trend appears to have resumed, although perhaps with less velocity.

Putting the Baby Boom into context reveals some hard-to-see advantages.  The biggest one is that the Boomers were the healthiest generation to reach retirement age.  Most of the Boomers reached full employment age at just about the time that hard physical labor began to decline as a major part of most jobs.  As a result, the Baby Boomers were the first
generation that didn’t have to work largely in the factories.   By the time that the first Boomers were ready to find permanent work, the factories had already begun migrating overseas.

As a result, the Boomers were the first generation in history to be able to work in non-physically stressful environments.   Improvements in health care, communications, education, and widespread motorized travel all contributed to far less physical decline than at any time in the previous two hundred years.

Overall Impactresearchimpactnetwork

Nothing brings as much pressure on a nonprofit organization as the lack of staff.   At the moment we infer from economic reports – and the firsthand observations of CEO’s and others – that the Boomers’ exits are already being felt on both ends of the generational spectrum.   Naturally the first shortage is likely to be felt in the executive ranks as those individuals either reach their preferred retirement age, or move on, but there are also staff shortages in direct care.

Fortunately there are a few sources of labor (and optimism), many of which relate to immigration.  For example, the Pew Charitable Trusts report that the foreign-born U.S. population grew 109% between 1990 and 2012 (the overall impact of immigration varies significantly in different parts of the United States).   Moreover, the Pew Charitable Trusts quote Census Bureau projections that net international immigration will be the major driver behind US population growth between 2027 and 2038.

What Can be Done

If the shortage of available employees follows the predicted trend lines above, it could affect virtually all nonprofits in the country.  A major part of the pressure will come from the fact that the birthrates of bothdhmh-maryland-gov the latter part of the Gen Xers’ generation and all of the Millennials’ generation are half that of the Boomers’, so today’s status quo will eventually feel more like the status squeezed.

If we are right about our analysis, this situation will evolve relatively slowly over a period of time, which should make it easier to accommodate but harder to recognize.  Start your strategy planning now so that it fits the circumstances before you feel the squeeze.  Here are some suggestions:

Re-Work Your Staffing Patterns slantimage

If you are feeling the pressure at the bottom of your workforce as well as at the top, it’s time to re-think your staffing patterns.  While we have no way of proving this, it would not be a surprise if your underlying assumptions about direct care workers are still embedded in the 1980 to 2000 era.   And while you’re doing this, be sure to apply the same scrutiny to your assumptions about your senior-most executives.  Do you really need a CIO and his full staff now that you have that 24-hour technology company on call?

Re-Think Your Service Models seedshakers

If you don’t already know the year your nonprofit was founded, pull out your most recent IRS Form 990 and look exactly three inches below the word ‘income’ as in ‘Return of Organization Exempt  From Income Tax’.  You’ll find a box labeled ‘L’ and the words Year of Formation followed by the four digit year of your corporation’s founding.  If your organization was founded in the two or so decades since 1970 there is a chance that the organization is still at least partially grounded in that era.  That could mean that some of your service models are similarly aged.    

Consider a Merger

One way to accommodate the realities of the 21st century is to grow your scale.  The combination of declining birth rates (labor) and steady needs for service (aging clients with longer lifespans) will put pressure on many nonprofits.   Lately we have detected less instinctive opposition to mergers than had been true in the past, suggesting that this opposition might lessen.  The advantage of larger scale operations run correctly is that the resulting efficiencies – one ‘back room’, one Human Resources department, etc. – can strengthen the entire organization.

Today’s U.S. economy has never had aging baby boomers like we see today, nor a 50% drop in birthrates.   Navigating the next two or three decades will force many nonprofits to change their models and to try different approaches.   Being wanted will be just part of the terrain.

See book summaries related to this topic:

Nonprofit Mergers and Alliances by Thomas McLaughlin

Fundraising and the Next Generation: Tools for Engaging the Next Generation of Philanthropists

Working Across Generations: Defining the Future of Nonprofit Leadership

Cause for Change: The Why and How of Nonprofit Millennial Engagement

Image credits: researchimpactnetwork, dhmh.maryland.gov, slantimage, seedshakers, and playbuzz

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Announcing CausePlanet’s Choice Award winners: Our top books for nonprofit leaders

cp_bookchoice_2016_greenIt’s my favorite time of year for many reasons. One of which is that my team at CausePlanet enjoys reflecting on the books we reviewed in 2016 for nonprofit leaders. Here are some of our favorites among them.

It goes without saying that this is an incredibly tough process because we don’t review a book to begin with unless we feel it has value for our readers. The titles below receive our CausePlanet Choice Award designation because each stood out on many counts, including factors such as originality, insight, inspiration and applicability.

We would like to congratulate the following authors on providing our sector with guidance and wisdom in these wonderful book titles:

How to Turn Your Words into Money: The Master Fundraiser’s Guide to Persuasive Writing by Jeff Brooks. turnyourwordsintomoneyfb

Jeff BrooksHow to Turn Your Words into Money is a nonprofit writer’s new ally with the latest guidelines for creating the most effective messages to persuade your reader. Brooks explains what fundraising writing is not and what it should be. He does so in a way that tells you exactly what to avoid and what to try in your next attempt to sway your audience. A fair amount is appropriately dedicated to the many ways you can create a compelling story even when you’re stumped. How to Turn concludes with what every fundraising writer needs: universal assumptions we know about donors and some helpful advice to keep you inspired. 

Performing Under Pressure: The Science of Doing Your Best When It Matters Most by Hendrie “Hank” Weisinger and J.P. Pawliw-Fry.performingunderpressurecover

Pressure is the enemy of success, according to vast research conducted by Performing Under Pressure authors Weisinger and Pawliw-Fry. Since it’s impossible to live life free of pressure, the authors present strategies to manage it immediately and in the future. Divided into three parts, this book helps you understand all aspects of pressure-inducing situations, provides 22 powerful solutions for handling pressure scenarios, and explains how to build your own “armor” to protect yourself over your lifetime from the ill-effects of pressure. 

Retention Fundraising: The Art and Science of Keeping Donors for Life by Roger Craver.retention-fundraising-cover

If you want to change the world, author Roger Craver argues that you must tackle one of the greatest fundraising challenges: retention. In other words, don’t raise a dollar unless you have a plan for keeping that dollar. Unfortunately, low retention has become increasingly accepted as a given in nonprofit operations. Craver asserts this doesn’t have to be the case. Thanks to a study of more than 250 organizations, Craver and his collaborators have introduced a framework for boosting retention and the lifetime value of donors. This framework is the foundation to improve each of the retention issues he presents, from redefining loyalty to understanding authentic engagement.

Mobile for Good: A How-To Fundraising Guide for Nonprofits by Heather Mansfield.mobile-for-good-cover

Any doubts you may have that social networks aren’t powerful or don’t need to be a priority in your communication and fundraising efforts can now be put to rest, according to Mobile for Good author Heather Mansfield. A comprehensive and thoroughly researched resource for nonprofits, Mobile for Good helps you master mobile content distribution on social networks so you are more likely to experience fundraising success. She provides recommended software, helpful checklists and nonprofits you should model. Advanced users will find a section dedicated to nonprofit staffers who are ready to tackle more challenging strategies. 

The Good Ones: Ten Crucial Qualities of High Character Employees by Bruce209-by-248-the-good-ones-cover Weinstein.

Questionable character is costly. Employees who lack character cost businesses and nonprofits billions of dollars each year. Unfortunately, employers focus too much on what candidates need to know or do and rarely think about what makes an employee great: character. The Good Ones: Ten Crucial Qualities of High-Character Employees presents ten qualities that clarify what it means to be a high-character employee. Stories from employers and employees illustrate how these traits are critical to the long-term success of your nonprofit and to the employees who exhibit them. This book contains advice for the employer, the interviewee and employee in search of a character fit.

The Generosity Network: New Transformational Tools for Successful Fundraising by Jennifer McCrea, Jeffrey C. Walker and Karl Weber.generosity_network_cover_large

The Generosity Network was written for those of you who work for one of the 1.8 million organizations that make up America’s nonprofit sector and the 10 million nonprofits worldwide. Whether a nonprofit leader, volunteer, board member or front-line employee, each person plays a critical role in attracting support for its organization. This book describes an approach that makes working with partners easier, more effective and, dare we say, more fun. The basis of the coauthors’ approach is rooted in relatedness and connectedness with partners. These partnerships are built upon three elements: know yourself, know others and know how to ask.

I encourage you to give yourself the gift of knowledge and download one of our book summaries and purchase the book. Make 2017 count by committing to your professional development. Knowledge has a shelf life and it must be renewed!

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We asked “The Ethics Guy” about his favorite interview question

ethics2Bruce Weinstein presents ten qualities that clarify what it means to be a high-character employee in his latest book, The Good Ones: Ten Crucial Qualities of High-Character Employees.

Stories from employers and employees illustrate how these traits are critical to the long-term success of your nonprofit and to the employees who exhibit them. This book contains advice for the employer, the interviewee and employee in search of a character fit.

We asked author Weinstein about his favorite interview question. 

CausePlanet: What is your favorite job interview question that reveals character and why?

BW: “Have you ever cheated, and if so, what did you learn from it?”

Several of the leaders I spoke with in doing research for The Good Ones told me, “You’d be surprised how often people will just come out and tell you about the dishonest things they’ve done.” I agree.

From time to time I interview high school students who are applying to the college I attended, Swarthmore. A few years ago, I mentioned to Rob, the young man I was interviewing, that I’d written a book called Is It Still Cheating If I Don’t Get Caught? I told him how dismayed I was by the stories of cheating in high schools and colleges and asked him point-blank if he had ever misrepresented himself.

“Yes,” he said. “My friends and I have done it more than once. School is so competitive now, you have to cheat to get good grades.”

Rob got a “Do not admit” recommendation from me on the college evaluation form.dishonesty

There are two downsides to asking a job candidate a direct question about dishonesty. First, it immediately strikes fear in the candidate’s heart, even if the candidate is an honest person. I don’t like the idea of making people squirm.

The second downside is that the question seems to present a no-win situation. The candidate may reason that if she admits to having cheated, she won’t get the job, but if she lies, she’ll get caught in a fib.

But the savvy interviewer will not reject candidates simply because they have admitted to cheating. What bothered me about Rob wasn’t so much his academic dishonesty but the fact that he exhibited no remorse for having cheated and even attempted to justify it.

The honest person has a strong emotional commitment to the truth, and leaders who evaluate for character as well as competence serve their employers—and themselves–well.

I’m happy to help readers of CausePlanet any way I can.  If you have any questions about this material, please call me any time at 646.649.4501 (U.S.).

See also:

The Good Ones: Ten Crucial Qualities of High Character Employees

Match: A Systematic, Sane Process for Hiring the Right Person Every Time

Mission-Based Management: Leading Your Not-for-Profit in the 21st Century, 3rd Ed.

Image credit: carnegiecouncil.org, skiprichard.com

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Making changes at the board level: Are you ready for reactions?

Where do most nonprofit boards struggle with engaging in the process of actual change?

Beth Gazley and Katha Kissman would say that often it is simply starting the conversation and committing to achieving intentional change.

Gazley and Kissman, coauthors of Transformational Governance: How Boards Achieve Extraordinary Change, acknowledge that change agents also struggle with varying responses to change. The authors provide us with the “5 Cs Framework” that lists each of the responses to change you might experience. If you can anticipate different responses, you can better prepare for them when they happen.

We’ve taken the liberty of putting them into a visual for you:

 

board-change-is-tough-2

 

If your nonprofit board needs to make some changes, Transformational Governance takes a close look at how change happened as opposed to reviewing the end results. Additionally, rather than focusing on the behaviors and qualities of the individuals who serve, light is shed on the processes board members and staff use to transform their boards.

Armed with funded research, this book fills a void in governance literature by emphasizing diagnosis and problem solving. It also offers illustrative examples and interesting case stories from a wide range of nonprofits.

See book summaries related to nonprofit board governance:

Transformational Governance

Firing Lousy Board Members…And Helping the Others Succeed

Super Boards: How Inspired Governance Transforms Your Organization

The Invisible Yellow Line: Clarifying Nonprofit Board and Staff Roles

Practitioner’s Guide to Governance as Leadership: Building High-Performing Nonprofit Boards

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