Posts Tagged ‘leadership’

Employee feedback: the gift that keeps on giving

It happened again. The phone rang a few weeks ago on a Friday afternoon at 4:30. It was an executive director who was at her limit with an employee who had worked at the organization for more than two decades photosync kostenlos downloaden. The caller proceeded to tell me this employee had never performed very well and could she fire her? We talked for a bit. I asked the ED whether she had ever given feedback to this employee. Did the employee receive regular performance appraisals or just general information about job performance? The ED paused and said, “”No,” and agreed to have a conversation with this employee in which she would create job goals and give specific and concrete examples of what constitutes excellent performance win 10 iso download for free.

I happened to see this ED two weeks ago and asked about her problem employee. The ED said that much to her surprise, the employee was doing great. When the ED asked the employee what accounted for the improved performance, the employee said she finally understood what was expected of her. The difference that good feedback makes cannot be overestimated solidworks student herunterladen.

Performance management is the process of giving feedback to help employees progress toward achieving predetermined goals in their job and for the organization. Usually performance management is a human resource system where individual employees receive a regularly scheduled performance appraisal from their supervisors welke site free ebooks. Often the performance appraisal is done on an annual basis.

A key skill that is required for giving feedback to employees about their performance is that of HR. HR skills enable an individual to aptly judge an employee’s credentials and potentials and give feedback as and when required. Visit https://ushdhanak.com/human-resource-consulting/ to know more,

Use it or lose it

Organizations spend a lot of time designing the perfect form subway surfers spiel kostenlos herunterladen. Yet, the most perfect form doesn’t do anything if it isn’t used. Supervisors and employees report that they don’t like the process generally. Supervisors complain about the time, the discomfort of giving feedback and the fact that in this day of tight budgets, pay increases don’t usually follow. Employees don’t like the process since feedback often comes too late to correct a negative problem and supervisors forget to recognize the good work employees generally do scribus for mac.

Good performance management, whether in the form of feedback or a formal performance appraisal, helps employees know they are valued, first. Second, they learn which behaviors they should continue and which they should stop. Some statistics suggest that when employees are terminated, almost 50% of the time, employees say they didn’t know what was expected of them. And, employees often report that they are motivated by appreciation for a job well done why can't I download apps android. Something a performance appraisal process can embed is what the manager does to clarify expectations and to give positive feedback.

What might a good evaluation form include?

Nonprofits frequently ask is there a “best” form? There is no one right form. A few considerations as to the form’s construction can include:

Does the form measure what is important to the organization yu-gi-oh kostenlos herunterladen?

Are the evaluation criteria job related?

Do the criteria reflect the highest priorities of the organization, department and job?

Do employees and supervisors regard the form as relevant?

Do supervisors and managers understand and buy into the purpose of the form?

Does it include:

Important identification information

Purpose

Instructions for completion

Defined performance criteria

Performance levels/ratings

Specific performance examples supporting ratings for each criterion

Space for employee comments

Signatures with dates (employee, supervisor, higher level of manager and/or human resources)

Keep it simple so it’s easy to use

Most human resource books include sample forms as well as some websites. Wikipedia references a great, long publication from the Department of the Interior that serves as a guidebook and also includes a sample form avery zweckform labels. Again, the point of the form is to use it. Don’t make the form too long or too complicated with the calculations of the ratings. This will keep the most diligent supervisor from using it.

Once a form is designed that is appropriate for your organization, your culture and systems, the hard part of a good performance appraisal is your feedback session with the employee die siedler 3 download vollversion kostenlos gratis.

The most productive sessions will include the supervisor:

Providing a comfortable and uninterrupted setting, indicating how important these discussions are.

Being candid and truthful.

Describing the specific expectations and how the employee did or did not meet them.

Focusing on the job, not the person, by using specific examples of what leads the supervisor to give the particular feedback. Make sure the feedback describes job-specific behaviors to support comments.

Asking employee for his/her input or comments.

Being an active listener.

Regular evaluations prevent panic

In smaller organizations, conducting regular feedback sessions can be done without an elaborate form. In larger organizations, a unified approach with a consistent form is a good idea. When done on an ongoing basis, performance appraisals are much more than just another human resources’ “to do.” Evaluations can acknowledge good employees and help retain them as well as serve as a corrective tool to limit poor performance. In addition, performance appraisals are good documentation if the employee/employer relationship goes badly. And performance appraisals can help you not make those panicky calls late on Friday afternoons.

See also:

Winning with a Culture of Recognition

Nine Minutes on Monday: The Quick and Easy Way to Go from Manager to Leader

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Clear up blurred lines of responsibility between nonprofit board and staff

If there was one universal nonprofit rule book that contained a set of rules 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 to. 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.”

Is your organization thriving or diving?

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 herunterladen. The Invisible Yellow Line author, Jean Block, has taken the literature on this topic one step further.

Block recognizes that a lack of clarity among roles between board and staff members is one of the most common reasons for conflict and inefficiency at the leadership level bilder downloaden iphone. Block provides leadership guidance in the areas of governance, management, operations and development as well as the key responsibilities where most gray areas (or what Block calls Invisible Yellow Lines) exist.

How to get started with using The Invisible Yellow Line

We asked Jean about how to get started with her model:

CP: The list of key responsibilities at the end of each core chapter (worksheet) is very helpful for generating conversation about the many Invisible Yellow Lines that may arise as board and staff work together herunterladen. How did you create these lists?

JB: Practice, practice, practice and on-the-job experience as both a board leader and staff leader. These are the kinds of things that apply to most nonprofits and create a stepping-off place for discussion as to how you might handle them in your particular organization herunterladen. I mean for these discussions to be ongoing because as organizations change and the people running them change, the roles might change.

CP: You state the obvious in the beginning of the book when you emphasize how communication is essential to manage the inevitable Invisible Yellow Lines. Yet knowing this fact still doesn’t always help boards and staffs work together. What’s the best way organizations can start and keep the communication going herunterladen ausschalten?

JB: Obviously, when things go wrong, fingers start to point and often there is no good way to get back on track without feeling defensive. I have seen organizations that have adopted the Yellow Line terminology as a way to communicate without pointing. In fact, using the Yellow Line can even be an icebreaker in tense situations pumuckl bilder kostenlos downloaden.

CP: Is there an area of leadership (governance, management, operations or development) where organizations should start defining responsibilities or do you recommend a different beginning for nonprofits looking to avoid conflict at the Invisible Yellow Line?

JB: I think the answer to this question has to be defined by the organization. For some, defining governance versus management responsibilities is difficult alexa echo app herunterladen. This is especially true in situations where the board has to transition from a “working board” status to a governing and policy-making board. For others, defining resource development is a critical issue. And let’s remember, these roles are likely to change with changes in staff and volunteer leadership as well as changes in an organization’s focus, maturity, etc herunterladen.

Get the best of both worlds—our free summary and 20% off the book

If you feel like your staff and board would benefit from greater clarity, consider downloading our free summary of the book. Inside the summary on the cover page, we’ve included a 20% discount promotion code for the book.  Open up communication with your board and staff and prevent critical tasks from becoming enormous problems later eine webseite komplett herunterladen.

See also:

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

The Ultimate Board Member’s Book

Super Boards: How Inspired Governance Transforms Your Organization

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Kick these tires before you embark on challenging roads ahead

Last week, we introduced Mission-Based Management by Peter Brinckerhoff and his three philosophies that informed his 30-plus years in the successful business of guiding causes. They are:

“Nonprofits are businesses.”

“No one gives you a dime.”

“Nonprofit does not mean no profit.”

He convincingly demonstrates the truth in each of these points throughout the book and in each of the management competencies he explores—from leadership, governance, and finances to marketing, mission, ethics, and more ing appen op laptop.

But what exactly do these philosophies mean?

It’s worth asking and answering because these “Brincker-isms” are not a passing phase. Brinckerhoff has written three editions of Mission-Based Management—much to the appreciation of the sector. In other words, the nonprofit sector has kicked the tires and liked the journey in this book embedded videos chrome. So let’s take a closer look at what informed so many other readers’ decisions after reading it:

Nonprofits are businesses. “Your organization is a mission-based business, in the business of doing mission,” claims the author. He adds we don’t have license to be sloppy or ignore a good idea simply because it was originally designed for the business sector how to download music for free. “Using good business skills as a mission-based manager does not, I repeat, not mean dropping services simply because they lose money, nor does it mean turning people away because they cannot pay. But it does mean paying attention to the bottom line, having a strategic vision, and negotiating in good faith and from a position of strength—in short, being businesslike in pursuit of your mission,” explains Brinckerhoff einladung geburtstag kostenlos download whatsapp.

No one gives you a dime. Brinckerhoff explains that nonprofits don’t get gifts. If a donor writes you a check for $100 to your social services organization, she isn’t making a donation. Rather, she is purchasing services for someone or some family she will never meet wie kann man alle spiele herunterladen. Brinckerhoff says the business community calls this giving money in exchange for an expectation of outcome. When you purchase concert tickets, you have an expectation of entertainment. When you purchase an airline ticket, you have an expectation of transportation. When you send money to a nonprofit, you have an expectation of service office kostenlos downloaden chip. In other words, “you earn all the money you get,” asserts Brinckerhoff. An interesting paradigm shift.

Nonprofit does not mean no profit. Brinckerhoff encourages you to consider this point. Making money in a nonprofit is legal. Nowhere in the state or federal law does it say nonprofits cannot make a profit zoom cloud meeting app herunterladen. He asks, “If you cannot make a profit, why do you need a tax exemption?” Profit is essential and a key tool for financial empowerment, a subject the Brinckerhoff covers at length later in the book.

As you move forward with your organization, ask yourself if anyone on your team subscribes to the thinking Brinckerhoff tries to overcome in these three philosophies schreibprogramm online herunterladen. If so, how is he affecting your decision-making and outcomes? I know, it’s challenging to turn the corner on new thinking but well worth the effort.

Challenging terrain ahead

While I have you thinking about challenges, I’ll add one more herunterladen. We asked consultant Raylene Decatur what she thought was most challenging about being a mission-based manager today:

CausePlanet: Where do nonprofit managers most commonly find challenges with leading a mission-based organization in your experience?

Decatur: Discipline is the number one challenge. The manager may be a disciplined individual but leading a disciplined department, division or organization is challenging ringtones for free. In a corporation, the bottom-line (profit and loss) creates discipline. Mission-based organizations have multifaceted impacts, which lack the quantified clarity of financial results. The board members, staff and volunteers may each love that mission differently and each be pulling the organization in slightly (or profoundly) different directions. It is the manager’s job to harness that energy and achieve the organization’s stated outcomes, year in and year out.

If you find yourself looking for a comprehensive analysis of how high-impact nonprofits lead their causes, consider Mission-Based Management; it’s grounded in Brinckerhoff’s road-tested philosophies and you’ll benefit from years of wisdom gained from many journeys.

See also:

Building Nonprofit Capacity: A Guide to Managing Change Through Organizational Lifecycles

Do More Than Give: The Six Practices of Donors Who Change the World

Forces for Good: Six Practices of High Impact Nonprofits

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CEO Survival: Thou shalt not get (too far) ahead of thy board

It’s the first commandment of nonprofit CEO survival: thou shalt not get ahead of thy board. At least, not too far . . . But you do need to be a little ahead of them . . . Just not so much that they notice and get offended.

If you’re confused, you’re not alone. Most veteran nonprofit CEOs have a sack full of stories about interactions with their board. One of the mistakes that is most frustrating — and potentially damaging — is getting too far ahead of a board of directors wie kann ich videos von webseiten herunterladen. The result is the collapse of a seemingly promising idea or policy change, and possibly a severe dent in the CEO’s credibility.

What follows are some thinking points to help negotiate this always treacherous interpersonal whitewater. The central premise of each approach is simple: Ideas and concepts are easily discussed and changed, and this is the proper role of leadership, including the board. Plans are also easily changed, but the effort that goes into them increases the commitment to their plans. Stick with ideas in the boardroom, plans outside of it google play store für android herunterladen.

Too far out on growth (Egos and economics)

Two of the most powerful motivators swirl around the intersection of the CEO and the board: ego and economics. By tax law, neither board members nor executives can have a private ownership stake in a nonprofit. But the executive (and other staff) have a potential economic interest, in the form of salary and benefits, financial stability, and improved systems. They also have an ego investment in the form of pride of performance. Together, these constitute a compelling package. This is one of the many reasons why executives will be more likely to propose growth strategies than will board members herunterladen.

Board members can only invest their egos, so when presented with plans for growth their biggest ego investment can often be summed up in the question: “What if it fails?” This is one of the reasons why board members will be more likely to oppose growth than will executives.

To avoid getting too far out on growth, the CEO can frame the proposed expansion in terms of organizational ego. This approach might use arguments such as “this is an extension of what we already do well” and “if we don’t do this, [another organization] will, but we’re much better at it.”

Too creative (Divergent and convergent thinkers)

During the 1960s, a researcher named Joy Paul Guilford suggested that people think in two different ways — divergent or convergent. Divergent thinking is creative in nature, while convergent thinking seeks the “right answer.” Most individuals are instinctively comfortable with only one of these approaches greenshot.

Nonprofit CEOs, because of the nature of their pro- scribed roles, are more likely to engage in creative thinking. Boards are more likely to prefer discovering the “right answer.” This also tends to be true because the CEO is usually more knowledgeable about the field than the board as a whole, since board members are typically volunteers without extensive opportunities to learn about the sector. This tendency of boards to seek the “right answer” also explains why so many motions are passed unanimously.

The creative (divergent) CEO will sometimes have a difficult time with the board because of this difference in thinking styles. When the CEO is too creative for the board’s taste, outsiders such as authorities, respected peers, and consultants can often be a buffer. Note that the board doesn’t necessarily want to diminish the CEO’s creativity – which they probably respect windows mail nachricht und bilder herunterladen. They want to find independent reassurance that they’re on the right path. Convergent thinking is often done in stages. We drill down to the first correct answer, then the next one, then the next. Bringing the board along might also need to happen in stages.

Acting before deliberation (Getting it done versus deliberating over it)

CEOs are in charge of getting stuff done. Boards are in charge of deliberating about stuff. The tension is obvious. Putting these two approaches carelessly together can result in wasted time, hurt feelings, and worse free excel 2007 nederlands.

While taking action and deliberating policies are about as different a pair of activities as it is possible to have, a little role clarity will help things go more smoothly. Translation: with a little mutual candor, the CEO won’t always be trying to jump ahead while the board won’t always be trying to slow things down.

At the risk of oversimplification, boards make choices and executives make decisions. Individuals tend to be good at sizing up a situation, making a decision, and carrying it out techno tracksen. Groups, on the other hand, are simply better at refining and improving ideas, plans, and strategies. The CEO will not get dangerously in front of their board if they build in the opportunity for its members to sincerely try to improve the quality of the CEO’s decisions.

This is not second-guessing. It has been proven that groups  that  emphasize  collegial  conversation  and  can evaluate  themselves  honestly  make  better  decisions than  do  individuals.  The inevitable problem is process and time required to get there. Researchers have also shown that people tend to have an exaggerated sense of their own individual capabilities, which is why the CEO/board split can be particularly intense microsoft office nl gratis downloaden.

The ideal situation exists when an executive’s approach to an issue is vetted by the board in a supportive way. This fits the expected roles — the CEO by definition has to be the public face of the organization, while the board should concentrate on the quality of the outcome (the choices above).

Too risky (Lead with ideas, not plans)

It will come as no surprise to veterans of nonprofit board rooms that CEOs can get too far out in front of their boards on all matters involving risk. This is a structural inevitability — the CEO (as well as other executives) is almost required by the uniqueness of their position to be the designated risk-taker videos von youtube downloaden legal.

The real challenge from a risk management perspective is how quickly the CEO can bring the board around to their position. Considering the baked-in conservative nature of most nonprofit boards as described earlier, this could take some time.

One good way to gain board support for a strategic risk is, again, to lead with ideas, not plans. This is one of the reasons why good strategies, as opposed to strategic “plans,” are not filled with details such as assignments, dates, and activities alle fotos von websiteen. Most boards go through three stages of reaction when confronting new ideas for the first time: learning, analysis, and acceptance. Committing to details too soon disrupts this flow and can waste time.

Leading with ideas also makes it possible to work through various scenarios without committing resources. If the dialog is genuinely open it enables the board to safely explore the risks abstractly before encountering them in real time. Note that all parties must be sincere about this process. It can lead to long board meetings, but the offset is that board members will be more committed and will usually report greater satisfaction in their roles.

Another way to avoid getting too far out front is for the CEO to anticipate and cope with real risk as a regular practice. Dealing with a board’s fear of risk is a different problem. This should happen anyway, but doing it routinely helps the CEO establish their conservative bona fides.

The first commandment of CEO survival is to never to get too far out in front of the board of directors because they too have a responsibility to shape the future. But the CEO doesn’t want to be behind the board, because their job is to lead. It’s a structural dilemma, but most of the pathways to success are based on the second commandment of CEO survival: Lead with ideas, then talk about plans.

See also:

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

The Ultimate Board Member’s Book

Super Boards: How Inspired Governance Transforms Your Organization

Reprinted with permission by The Nonprofit Times and Thomas McLaughlin.

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Save time and get more done in a “Meeting Canoe”

Meetings can be wildly successful and help your team reach new heights in performance or they can be an expensive waste of time. Unfortunately, many large and small organizations experience more of the latter. 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 gimp nederlands downloaden windows 10.

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 german mau mau for free.

Are your meetings like a raft or canoe?

“The Meeting Canoe™ is a complete rethinking of the meeting design, execution and follow-up,” say the Axelrods. Compare the canoe with a raft, for example. When we think of rafts, we envision a lazy drift down the river that’s subject to the current while a canoe involves a team of oarsmen and the crew controls the direction eigene tik tok videos herunterladen. The Axelrods think there are too many meetings that feel like rafts when they could be canoes.

According to the authors, the Meeting Canoe™ is a relevant and useful system because:

The Meeting Canoe™’s parts influence each other.

The Meeting Canoe™ interacts with its environment as the crew adapts to changing conditions.

No single part is effective without the other parts Spotify laptop.

How well the Meeting Canoe™ functions depends on how well the parts work together.

We’ve excerpted our interview with the Axelrods below to give you a sense of how their framework can transform your meetings and a look at bad meeting habits.

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

Dick and Emily: 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 embedded videos chrome. 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 how to download music for free. 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: In your research or client experiences, did you discover why most people accept and perpetuate bad meeting habits einladung geburtstag kostenlos download whatsapp?

Dick and Emily: 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 wie kann man alle spiele herunterladen. 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, ability 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.

A quotation in Let’s Stop Meeting Like This by author, speaker and consultant Peter Block aptly describes the challenges the Axelrods address with their model office kostenlos downloaden chip. Block says, “If you look at the way we meet in organizations and communities across the country, you see a lot of presenters, a lot of podiums, and a lot of passive audiences. This reflects our naiveté in how to bring people together.”  If you find your meetings have fallen into an unproductive or passive pattern and you feel like you’re swimming upstream, get your team in the Meeting Canoe™.

See also:

World Cafe: Shaping Our World Through Conversations That Matter

Death by Meeting

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Five staff responses to change you can’t afford to overlook

As a nonprofit leader, chances are at some point you’ve been involved in either instituting or supporting change in your organization. The question is, if the need for change is so obvious to you, why isn’t the rest of the organization jumping up and down with excitement?

Over the years, The Management Centre has carried out a significant body of research on, and change work with, a wide range of nonprofit organizations. And we’ve found that there are five core reactions to change that we call the 5 Cs. To be an effective change manager, you need to understand these five reactions in your colleagues so you can anticipate them and adopt appropriate strategies to deal with them herunterladen.

The 5 Cs: Responses to change and how to handle them

We tend to sell organizational benefits when planning change. But not everyone judges the impact of things through organizational perspectives. To be successful, it’s essential to reflect on how individuals in the organization will react or respond to your change announcement. Be prepared, and plan an approach for each of the 5 Cs:

Champions

Champions – perhaps 5 to 10 percent of the total – are those who are prepared to stick their necks out, run with an idea and own what happens. After announcing the change you propose, these are the people who’ll crowd around you smiling and shaking your hand.

Tempting as it is to embrace their enthusiasm, you need to treat champions cautiously youtube free music download mp3 kostenlos. The advantage of their unstinting support for the change is balanced by some serious disadvantages. For one thing, champions generally champion everything – even painting the office in stripes. Their enthusiasm could give you a false impression of how everyone else is feeling. And champions won’t question you closely on the merits of your proposal. You need some challenge to ensure your idea has rigor.

Give champions something practical to do which absorbs their energy. Be careful about using them as advocates; they’re likely to be treated with skepticism by others bei youtube etwas herunterladen.

Chasers

Chasers – 15 to 20 percent of the total – don’t immediately respond positively to your proposal for change. At the end of a briefing, they look around to see who’s signed up. They want to discuss your idea with others before forming a judgment, and will generally look to a key opinion maker or “trigger” person for guidance.

The great advantage of chasers is they give you a more accurate view of how your proposal is going down. When they join, you’re making progress and, once committed, they’ll stay netflix filme downloaden kindle. And the disadvantages? Well, you’ll have to convince the right trigger person to convince the chasers. And that trigger person may well be someone who has social rather than organizational power in your organization. So, you can’t tell them to back your idea. And still, chasers won’t come on board immediately – they may have their own very specific concerns; for example, if you’re going to restructure, what will be the impact on their team?

Identify the trigger person at different levels in your organization and brief them in advance, so that they encourage the chasers to sign up to your project Preschoolchildren print exercises for free.

Converts

At 30 to 40 percent of the total, converts are the biggest single group in your change audience. They listen in silence to the proposed change and don’t ask questions. But don’t confuse their silence with negativity. Converts want solid evidence in favor of the change in order to come on board. They’ll also need reassurance about what impact the changes will have on them. Their passivity means you often have to ask questions on their behalf and then answer your own question – FAQs spider man far from home herunterladen. They want the answer, but they’re not happy to ask the question.

Converts have two advantages: First, bringing them on board tips a sizable majority of people into the “mostly positive” camp and ensures your change proposal will be adopted. Second, although they can be slow to adopt a change, they are equally slow to let it go. Once they’re convinced, you have momentum.

The main disadvantage with converts is that they may take so long to come round that your initiative loses momentum.

Think about and try to address converts’ concerns before launching a change process wie kann man minecraft kostenlos herunterladen. That way you’ll be able to bring them on board more quickly. Try producing a list of FAQs in advance – it shows you’re thinking about the individual as well as the organization.

Challengers

Challengers – 15 to 20 percent of the total – ask difficult questions initially and then … continue to do so. Their approach is to confront and be awkward, because they have a strong stake in the outcome.

It’s a personality trait not a personal attack, so don’t treat it as an attack amazon video on macbook. Because challenging is a personality trait, it’s unlikely you can convince challengers that the change will be a good thing. What’s more important is that others will be watching how well you handle the challenger’s interventions.

Despite appearances, there are advantages to challengers: Their questions force you to be rigorous in your thinking. And, because they ask the questions others merely think, addressing their issues may enable you indirectly to reassure others.

The disadvantages are twofold: Challengers can carry on asking difficult questions beyond usefulness. They may also ask questions on areas not up for discussion kostenlose serien herunterladen.

Handle challengers’ queries fairly, however irritated you feel; others are watching. Be firm with them about what’s “off the agenda”; provide ground rules and stick to them.

Changephobics

Changephobics – 5 to 10 percent of the total – will not ever be convinced. They can slow down or even derail change. They cause dissent and are essentially immovable. Changephobics are tough. However, if you’re seen dealing with them honestly and fairly, you’ll gain brownie points from others for being evenhanded fitbit alta hr app herunterladen. And, however hard it is, keep in mind changephobics don’t oppose because they’re bad people, but because they feel you’re destroying something they hold dear.

Changephobic disadvantages are legion – doing their best to stop your initiative, providing unstinting opposition, significantly lowering morale.

The harsh reality is that you have to get rid of changephobics as quickly and effectively as you can, whether it’s to another department or out of the organization.

When you lead your change process, you will need to consider how you might deal with the 5 Cs. Think about all the different stakeholders in your organization – staff, volunteer, boards and even users. Which of the 5Cs would they fit into? What can you get the champions to do so they feel positive, but stay out of your way? Who do you need to convince to get the chasers on board? What questions do you need to answer for the converts? Who are the challengers? What flaws might they spot? Who are the changephobics? How can you get them to leave or help them go?

As we all know, implementing change is no walk in the park. Preparing for the individual responses to change will certainly help you leap ahead of some of the inevitable stress – if not all of it.

See also:

Switch: How to Change Things When Change Is Hard

Accelerate: Building Strategic Agility for a Faster Moving World

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

A Sense of Urgency (How to Overcome Complacency In Your Organization)

The Six Secrets of Change

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A volunteer movement that genuinely impacts the bottom line

Volunteerism has changed dramatically over the years and Colleen Kelly took notice. She observed a disconnect between organizations’ desires for volunteers and talented volunteers who wanted to give their time.

Volunteers are no longer satisfied with rote tasks such as stuffing envelopes. They are looking for meaningful experiences in exchange for their expertise. Equally important, organizations need smarter ways to meet their missions without always turning to the budget inpa ediabas 7.3 german free of charge. Nonprofits have the potential to both match human resource needs with volunteer talent while efficiently serving their causes.

Stepping up in this way requires a philosophical and tactical commitment from the top down—it requires a movement. Coauthors Colleen Kelly and Lynda Gerty are talking about a major organizational change that involves bold creativity and visionary leadership in their new book The Abundant Not-For-Profit: How Talent (Not Money) Will Transform Your Organization.

Abundant nonprofits:

dispel common myths about volunteers’ potential to contribute meaningfully musik downloaden für auto.

begin with the CEO and board to embrace the abundance philosophy.

focus on human capital to deliver their missions.

transform the way they do business by applying a “people lens” to their leadership.

train salaried employees to lead and communicate with knowledge philanthropists in varying roles such as planners, advisors and facilitators.

enlist and support knowledge philanthropists with training, policies, expectations and key performance indicators kartenspiele canasta kostenlosen.

lead salaried and volunteer talent alongside one another as one collective team.

If you build it, we promise they will come

A tall order for organizational change calls for a big commitment. So the authors make a promise: “If you build it, the talented people will come. And when they do, they will bring incredible joy to your work. They will exponentially increase your organization’s resources. They will generate ideas and suggest approaches you’ve never considered. Your organization—and our sector—will be transformed.”

Walking the talk

The authors tested their own model. In 1999, Volunteer Vancouver employed 14 full-time employees and a handful of part-time facilitators on a stable budget of approximately $500,000. Its 50 volunteers were restricted to stuffing envelopes or interviewing potential volunteers. Twelve years later, after changing its name to Vantage Point, the organization runs 100 percent of its programs by involving a new kind of volunteer, “knowledge philanthropists,” who performs everywhere in the organization: in governance, management and operations. They are planners, advisors, managers and facilitators. Vantage Point now pays half the number of staff at a higher rate. In 2012, Vantage Point had eight employees and 201 knowledge philanthropists in 265 unique roles.

The Abundance Movement: An interview about roles, challenges and surprises

 

In our CausePlanet interview, we asked Kelly and Gerty about who knowledge philanthropists are, what challenges surfaced when transitioning to a state of abundance and what surprises they encountered when testing the abundance model.

 

CausePlanet: Thank you for introducing the abundance movement. Can you describe the knowledge philanthropist? What is the profile? Retired, actively employed, between work or all of the above?

 

Colleen Kelly and Lynda Gerty: All of the above! The term knowledge philanthropist includes people with diverse backgrounds, life experiences and motivations. Some are retired while hinging onto their viatical settlement, or approaching retirement, and motivated to stay engaged and share the knowledge they’ve gained over a lifetime of work. Others have recently moved to the area and want to put down roots and make connections. Some are incredibly busy–at the height of their careers and raising small children–and are seeking time-limited, high-impact opportunities to make a difference. Still others are exploring a career transition and looking to flex new skills, learn and develop their portfolio of work. What all these people have in common is a desire to make a meaningful difference by contributing what they know.

CausePlanet: What challenges do most organizations encounter when setting a course to become an abundant nonprofit and how do they overcome them?

Colleen Kelly and Lynda Gerty: Great question! The biggest challenge in our experience is organizations putting themselves in a starvation cycle by not investing the most they can into volunteers because they believe they don’t perform at a high level, are not accountable, and have a high likelihood of leaving. In fact, it is our low investment and limited belief in volunteers that makes all of this become a reality.

What we have learned is that the more we invest in volunteers, the higher they perform; the less likely they are to leave; and the more worthwhile it is to spend time recruiting, supporting and developing them. Investing means creating a robust recruitment process to ensure the right skills and cultural fit (and saying “no” when the fit isn’t there), providing sufficient orientation and knowledge transfer for volunteers to perform their role effectively, delegating clearly and providing ongoing feedback so volunteers know they are on the right track, and seeking opportunities to develop star performers so they can take on more significant roles.

The reality is that people will contribute to our organizations in equal measure to what we contribute to them. When organizations understand that, they begin to consider their volunteer practices to be as important as their salaried employee practices and reap great benefits as a result.

CausePlanet: When you first tested the abundance model in-house, what were some of the surprises you encountered when managing salaried and volunteer staff side by side?

Colleen Kelly and Lynda Gerty: The biggest surprise was how difficult it was for salaried employees to comprehend volunteers could play a different role than the roles they had always expected traditional volunteers would play. At Vantage Point, it took five or six years of effort before there were salaried employees in our organization who actually could “chunk up” their own job descriptions and begin to engage incredibly talented people to take some of those “chunks” and run with them.

When we investigated to understand what made the first salaried employee actually internalize this idea and implement it, her answer was, “You told me that was the way I was to do my job, and I did it. I love to work this way!” Others learned from her and eventually it became the norm. That process took us almost a decade. We hope The Abundant Not-for-Profit can save other organizations time and allow them to adopt this model much more quickly.

Good to Great author Jim Collins says, “The right people can often attract money, but money by itself can never attract the right people. Money is a commodity; talent is not. Time and talent can often compensate for lack of money, but money cannot ever compensate for lack of the right people.” This quotation is a fitting depiction of Vantage Point’s path to abundance.

The Abundant Not-For-Profit contains a thorough examination of the philosophy necessary to begin the transformation toward abundance and the process involved in getting there. If you lead an organization that is looking for new alternatives to meet your mission without increasing the bottom line, consider taking a closer look at the abundance movement.

See also:

Community: The Structure of Belonging

Wisdom of Crowds

Citizen Marketers: When People Are the Message

 

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Three ways to become more attune with your donors

Bestselling author Dan Pink is asking you to call it what it is.

More specifically, your work. If in your job you spend any time persuading, convincing and influencing others, you are in the business of moving others herunterladen. Frankly, he explains, you’re selling. And if you’re selling, it’s important to recognize major developments over the years that have changed how the best people are moving others. Through a first-of-its-kind study and a collection of a broad spectrum of examples, Pink has thoughtfully made the case for rethinking sales. You will learn how to be, what to do and how to put all the pieces into play in his new book To Sell Is Human: The Surprising Truth About Moving Others herunterladen.

There are a broad variety of strategies at play in the nonprofit sector when executives are in the midst of convincing, persuading or influencing their boards, staffs and constituents. Some may be using old school techniques, and perhaps others draw on intuition. No matter what the convenient tactic at hand, a strong case can be made for formalizing our approach to moving others and understanding what motivates herunterladen. It is, after all, the business we’re in.

Three truths about moving others today

Nonprofit leaders constantly find themselves asking how to move a donor to give, how to move a board member to lead, how to move the staff to act. Understanding today’s truths about Pink’s sales ideas such as Attunement, Clarity and Buoyancy is especially relevant due to the sector’s increased presence of competition and general misunderstanding of sales lens studioen.

Attunement

For example, Attunement honors the knowledge and goals of the buyer, jettisoning the old sales adage, “ABC” or “Always be closing.” Pink begins the new “ABC” with the first word, Attunement, or “the ability to bring one’s actions and outlook into harmony with other people and with the context you’re in. Think of it as operating the dial on a radio. It’s the capacity to move up and down the band as circumstances demand, locking in on what’s being transmitted, even if those signals aren’t immediately clear or obvious.” He also calls this “perspective-taking.”

Pink describes three ways to become more attune with your buyer/client/funder:

Increase your power by reducing it bild bei instagram herunterladen. Through several social science studies Pink relates, it was found that people who perceived greater power became less attune with others’ points of views. And the inverse is true of those who perceive less power. Because a salesperson no longer holds all the information and therefore, the power, s/he must rely on taking the other’s perspective and giving up power in order to move someone windows 7 updates.

Use your head as much as your heart. Perspective-taking is not the same as empathy. Pink describes perspective-taking as a cognitive action where you imagine what someone else is thinking. Empathy means you feel for the other or try to imagine what another person is feeling. Empathy can cause you to toss aside your own interests, as you may feel too deeply, whereas perspective-taking can help both sides achieve their goals tolino buchen. Therefore, perspective-taking with a cognitive focus on people, their relationships and context is more effective to move people.

Mimic strategically. Pink stresses that mimicking your buyer can help you negotiate better. Mimicry builds connections, trust and understanding. However, it must be treated with care so it is not obvious dietrichs herunterladen. Otherwise, it can backfire. Pink also discusses how touching (e.g., on the arm) can help build connections and foster negotiations.

Pink’s choice for nonprofits

In addition to attunement, Pink explores many other essential principles surrounding the notion of moving others. We asked him which one he felt was most appropriate for nonprofits for our Page to Practice summary and have excerpted here weit film herunterladen.

CausePlanet: Nonprofit leaders constantly find themselves convincing or persuading others to support their causes. Is there a principle from your book that you feel stands out as especially appropriate for nonprofit executives to apply?

Dan Pink: Make it personal. There’s an array of research showing that abstract and conceptual appeals (“Increase vaccination rates”) are far less effective than specific and concrete ones (“Vaccinate this child or she risks dying of malaria”) applaus herunterladen. And the principle goes well beyond fundraising. There’s some great research from Israel, for instance, showing that radiologists who see both a scan and a photo of the patient whose scan it is spend more time and are more accurate in their evaluations. The same is largely true for leadership. When leaders put themselves on the line and when others see they’re real people, their leadership effectiveness rises substantially.

For those of you who find yourselves in the business of moving others (and Pink argues virtually everyone is in this business), consider how attune you are with your prospects and then ask yourself how you can make your appeals personal. Stay tuned in the upcoming weeks as we discuss Pink’s observations about clarity, buoyancy and other interview questions we had for him.

See also:

The Influential Fundraiser

It’s Not Just Who You Know

Yours for the Asking

 

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Five lessons board members can learn about leadership

As my friend Rich Male likes to say, “Leadership is one of the most talked about and least understood ideas in the nonprofit world.” There are volumes of books on leadership, seminars to take and discussions to have. But real leadership development requires action and practice, and you can’t get that from a book.

For a few years now as part of my volunteer work, I’ve been training prospective board members, mostly on the basic legal requirements and top ten responsibilities etsy presets. We go through the lists, share examples and discuss what meetings can be like. After we’ve covered all the conventional information, I share the biggest thing I’ve learned about being on a board: it’s the best leadership development program available, particularly right now. The tough decisions and thoughtfulness required of boards are ramped up due to the financial crisis in which we find ourselves.

Here are a five valuable things board members can learn about leadership:

1 herunterladen. You cannot do it alone

Boards are set up to have multiple members for a reason. Better decision-making requires more than one mind. In order for ideas and decisions to move forward, a group consensus needs to emerge among board members. You learn to gather the right information, communicate well with others and advocate. Part of being a good leader is sharing a way to move forward and mobilizing those around you to join in microsoft office 2016 free. You will also learn to listen and gain a respect for the opinions and thoughts of others.

2. There is no passing the buck

Boards are the final decision-makers for organizations, which is a huge responsibility. On high- functioning boards, the trustees don’t shy away from tough decisions. They gather data, consider the options and then make the best decision given the information plant images for free. This is not always a fun or pretty process.
Laying off staff is heartbreaking, but sometimes necessary. Declining one opportunity to develop another can be difficult. However, all leaders are required to make tough choices, and learning to do this is both an art and a science. Boards offer opportunities to make these decisions and learn from their effects nacon revolution pro 3 profiles.

3. You get to witness the good and the bad, and learn from both

During my time of service to organizations, I have had the privilege to watch some outstanding board members and chairs and learned a lot. From the way they conducted meetings, communicated with other members and prioritized issues for the board, these great leaders showed grace, humility and compassion wish app downloaden. I also remember the ineffective board members and how they acted or didn’t act. Both types of experiences are important as you think about your own actions and how you want to lead.

4. Develop your own style

Boards offer opportunities to step up the leadership ladder. By taking on the role of committee chair, you can develop your talents while contributing to the larger work of the organization, and learn to drive agendas and important projects for the organization microsoft word download chip kostenlos vollversion. Reflecting on your success and failures during this process provides strong feedback you can use as you work your way forward in other leadership positions, either on a board or in other arenas.

5 soy luna your world. Develop leaders who will come after you

Succession is tantamount to board effectiveness, just as it is in leadership. You will not be the leader forever if the program or project you lead is to continue. Taking time to develop the next leader provides a chance to encourage the best in others and transfer skills that help you refine your own attributes videos mit edge herunterladen. It will also ensure the future success of the organization, which is a positive outcome for all leaders.

In order for the board experience to be truly worthwhile, you need to select an area about which you are passionate and to which you are committed. Simply joining a board to gain experience would be a somewhat shallow experience. However, as with most volunteer experiences, you will get just as much out of it as you offer to the organization how can I download minecraft for free.

This treasure trove of leadership experience on a board is available to you for the small price of financial support for the board’s organization and some good intentions toward your work. It sounds like a pretty good deal to me.

See also:

The Ultimate Board Member’s Book

The Board Game

Super Boards

The Practitioner’s Guide to Governance as Leadership

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Why leaders fail: Six warning signs

Donald Trump, paragon of the real estate world, files for bankruptcy. Richard Nixon, 37th U.S. President, resigns the presidency over the Watergate scandal. Jennifer Capriati, rising tennis star, enters a rehabilitation center for drug addicts. Jim Bakker, renowned televangelist, is convicted of fraud.

Over the years, we’ve witnessed the public downfall of leaders from almost every area of endeavor — business, politics, religion, and sports. One day they’re on top of the heap, the next, the heap’s on top of them.

Of course, we think that such catastrophic failure could never happen to us alle emailsen outlook. We’ve worked hard to achieve our well-deserved positions of leadership — and we won’t give them up for anything! The bad news is: the distance between beloved leader and despised failure is shorter than we think.

Ken Maupin, a practicing psychotherapist and colleague, has built his practice on working with high-performance personalities, including leaders in business, religion, and sports. Ken and I have often discussed why leaders fail. Our discussions have led to the following “warning signs” of impending failure.

WARNING SIGN #1: A shift in focus

This shift can occur in several ways. Often, leaders simply lose sight of what’s important. The laser-like focus that catapulted them to the top disappears, and they become distracted by the trappings of leadership, such as wealth and notoriety taize lieder kostenlosen.

Leaders are usually distinguished by their ability to “think big.” But when their focus shifts, they suddenly start thinking small. They micro manage, they get caught up in details better left to others, they become consumed with the trivial and unimportant. And to make matters worse, this tendency can be exacerbated by an inclination toward perfectionism.

A more subtle leadership derailer is an obsession with “doing” rather than “becoming.” The good work of leadership is usually a result of who the leader is. What the leader does then flows naturally from inner vision and character. It is possible for a leader to become too action oriented and, in the process, lose touch with the more important development of self playstation 4 demos herunterladen.

What is your primary focus right now? If you can’t write it on the back of your business card, then it’s a sure bet that your leadership is suffering from a lack of clarity. Take the time necessary to get your focus back on what’s important.

Further, would you describe your thinking as expansive or contractive? Of course, you always should be willing to do whatever it takes to get the job done, but try never to take on what others can do as well as you. In short, make sure that your focus is on leading rather than doing.

WARNING SIGN #2:  Poor communication

A lack of focus and its resulting disorientation typically lead to poor communication apple games gratis downloaden. Followers can’t possibly understand a leader’s intent when the leader him- or herself isn’t sure what it is! And when leaders are unclear about their own purpose, they often hide their confusion and uncertainty in ambiguous communication.

Sometimes, leaders fall into the clairvoyance trap. In other words, they begin to believe that truly committed followers automatically sense their goals and know what they want without being told. Misunderstanding is seen by such managers as a lack of effort (or commitment) on the listener’s part, rather than their own communication negligence.

“Say what you mean, and mean what you say” is timeless advice, but it must be preceded by knowing what you mean! An underlying clarity of purpose is the starting point for all effective communication streams downloaden. It’s only when you’re absolutely clear about what you want to convey that the hard work of communicating pays dividends.

WARNING SIGN #3:  Risk aversion

Third, leaders at risk often begin to be driven by a fear of failure rather than the desire to succeed. Past successes create pressure for leaders: “Will I be able to sustain outstanding performance?” “What will I do for an encore?” In fact, the longer a leader is successful, the higher his or her perceived cost of failure.

When driven by the fear of failure, leaders are unable to take reasonable risks. They want to do only the tried and proven; attempts at innovation — typically a key to their initial success — diminish and eventually disappear.

Which is more important to you: the attempt or the outcome? Are you still taking reasonable risks?  Prudent leadership never takes reckless chances that risk the destruction of what has been achieved, but neither is it paralyzed by fear gta 5 für computer herunterladen. Often the dance of leadership is two steps forward, one step back.

WARNING SIGN #4: Ethics slip

A leader’s credibility is the result of two aspects:  what he or she does (competency) and who he or she is (character). A discrepancy between these two aspects creates an integrity problem.

The highest principle of leadership is integrity. When integrity ceases to be a leader’s top priority, when a compromise of ethics is rationalized away as necessary for the “greater good,” when achieving results becomes more important than the means to their achievement — that is the moment when a leader steps onto the slippery slop of failure.

Often such leaders see their followers as pawns, a mere means to an end, thus confusing manipulation with leadership. These leaders lose empathy. They cease to be people “perceivers” and become people “pleasers,” using popularity to ease the guilt of lapsed integrity.

It is imperative to your leadership that you constantly subject your life and work to the highest scrutiny teams desktop. Are there areas of conflict between what you believe and how you behave? Has compromise crept into your operational tool kit? One way to find out is to ask the people you depend on if they ever feel used or taken for granted.

WARNING SIGN #5: Poor self management

Tragically, if a leader doesn’t take care of him- or herself, no one else will. Unless a leader is blessed to be surrounded by more-sensitive-than-normal followers, nobody will pick up on the signs of fatigue and stress. Leaders are often perceived to be superhuman, running on unlimited energy.

While leadership is invigorating, it is also tiring itunes gekauftes album erneut herunterladen. Leaders who fail to take care of their physical, psychological, emotional, and spiritual needs are headed for disaster. Think of having a gauge for each of these four areas of your life — and check them often! When a gauge reaches the “empty” point, make time for refreshment and replenishment. Clear your schedule and take care of yourself — it’s absolutely vital to your leadership that you continue to grow and develop, a task that can be accomplished only when your tanks are full.

WARNING SIGN #6: Lost love

The last warning sign of impending disaster that leaders need to heed is a move away from their first love and dream. Paradoxically, the hard work of leadership should be fulfilling and even fun. But when leaders lose sight of the dream that compelled them to accept the responsibility of leadership, they can find themselves working for causes that mean little to them herunterladen. They must stick to what they love, what motivated them at the first, to maintain the fulfillment of leadership.

To make sure that you stay on the track of following your first love, frequently ask yourself these three questions: Why did I initially assume leadership? Have those reasons changed? Do I still want to lead?

Heed the signs

The warning signs in life — from stop lights to prescription labels — are there for our good. They protect us from disaster, and we would be foolish to ignore them. As you consider the six warning signs of leadership failure, don’t be afraid to take an honest look at yourself. If any of the warnings ring true, take action today. The good news is: by paying attention to these signs and heeding their warnings, you can avoid disaster and sustain the kind of leadership that is healthy and fulfilling both for yourself and your followers windows updates online herunterladen.

See also:

The Fred Factor

The Leadership Challenge

Leaders Make the Future: Ten New Leadership Skills for an Uncertain World

Ordinary Greatness: It’s Where You Least Expect It …Everywhere

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