Archive for October, 2011

Are your employees happy or hunting?

One of my CausePlanet contributors, Deborah Dale Brackney, submitted a terrific post this week about employee retention and happiness. When I read her article, I knew Shawn Achor’s ears were burning. Achor recently published The Happiness Advantage: Seven Principles of Positive Psychology that Fuel Success and Performance at Work. Shawn Achor is one of the world’s leading experts on human potential, having researched and lectured in 42 countries, working to bridge the gap between the science of happiness and performance in our everyday lives.

Shawn Achor has written The Happiness Advantage because the success formula is broken. We typically think that if we reach that sales goal or increase that fundraising margin, we’ll be happy. Years of groundbreaking but rarely circulated research in positive psychology tells us that the reverse, in fact, is true. Happiness is actually the precursor to success. When you increase your happiness levels, you experience more successful outcomes and can work smarter and faster. Achor shares seven principles of positive psychology that fuel performance, as taught in Harvard’s famed Happiness Course to companies worldwide. Brackney’s article below provides more information about our book summary of The Happiness Advantage.

The greener grass in front of me

Recently, human resource newsletters and blogs have focused again on the importance of employee retention. Even with chronically high unemployment, there is recognition amongst employers and employees that employee flight may be imminent. New studies by the Hay Group and the Corporate Leadership Council suggest that employees are getting frustrated with their current employers. Employees feel overworked, underpaid and undervalued. As a result, as many as six in 10 employees are looking to exit, according to the Hay Group. Some 85 percent of those not looking remain with their current employer while the job market is so weak, but plan to start looking the minute unemployment lessens its grip. Some nonprofits are already feeling the pinch as key staff such as executive directors and development staff are leaving, and finding good employees is not easy despite the number of resumes that … Read more

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The greener grass in front of me


Recently, human resource newsletters and blogs have focused again on the importance of employee retention. Even with chronically high unemployment, there is recognition amongst employers and employees that employee flight may be imminent. New studies by the Hay Group and the Corporate Leadership Council suggest that employees are getting frustrated with their current employers.

Employees feel overworked, underpaid and undervalued. As a result, as many as six in 10 employees are looking to exit, according to the Hay Group. Some 85 percent of those not looking remain with their current employer while the job market is so weak, but plan to start looking the minute unemployment lessens its grip. Some nonprofits are already feeling the pinch as key staff such as executive directors and development staff are leaving, and finding good employees is not easy despite the number of resumes that come in for each job.

So with the buzz of employees’ dissatisfaction and employers’ awareness that holding on to great employees is a goal now and beyond, one would think there is consensus among human resource professionals about what helps retention. Some professionals say it is systems like pay and benefits that make a difference. Some argue that the intrinsic reward of a meaningful job makes the difference. This argument is especially prevalent in nonprofit organizations where employees are usually vision- and mission-driven. Some suggest that some turnover is good and that retention is not always the goal.

Regardless of the reason for employee unhappiness, managers can attempt to reengage employees. If 85% of the workforce is just waiting to leave, can managers prevent this exodus? A good conversation to initiate with employees includes, “What will keep you?” “What can I as an employer help you do differently?” Even, just saying, “I wouldn’t want to lose your skills and talents,” can mean a lot to employees. These suggestions can be found in most publications on retaining and engaging employees. The reminder to do these items can’t be made enough. However, maybe the conversation needs to go deeper. Work life may not get better in this generation. Unemployment, with the stress it creates for those with and without jobs, is not easy to solve.

Technology will continue to blur the lines between work time and personal time. So, perhaps the conversation should turn to what everyone can do to find his/her own happiness. Recently, Mayo Clinic released an article suggesting that we all can choose our own contentment. Happiness researchers have found that only 10 percent or so of the variation in people’s reports of happiness can be explained by differences in their circumstances. The bulk of what determines happiness is our personality, as well as our thoughts and behaviors. So, the thought is that we can learn to behave as though we are happy. The steps that each of us can take to be happier include spending time with family and friends, expressing gratitude, cultivating optimism, finding a sense of purpose and living in the moment.

What a difference it might make if we as employees decided to take the steps above. Employees are working more hours, especially in nonprofits, trying to do more with less. This makes spending time with friends and family harder to do. But, what if each time we carved an afternoon with a friend or had a meaningful exchange with a family member, we stopped and felt thankful for that moment? What if in that moment, we believed there would be more moments like that in our lives? No one wants to be told to feel grateful to have work, but what if in the day when something goes well, an unexpected donation comes in, a client is well served or a shared laugh is acknowledged? What would happen to our attitude? No one alone can change what is difficult right now, yet we can make the choice to be content with what we have.

Were we to do this, we could each spend time on what is valuable and not wallow in all that is hard. That might change the conversation on employee retention.

See also:

The Happiness Advantage: The Seven Principles of Positive Psychology That Fuel Success and Performance at Work

Fired Up or Burned Out: How to Reignite Your Team’s Passion, Creativity and Productivity

Nine Minutes on Monday

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Lead change, make it stick and get in on the big opportunity

Thirty years of research by leadership have proven that 70% of all major change efforts in organizations fail. Why do they fail? Because organizations often do not take the holistic approach required to see the change through.

However, by following “The 8 Step Process for Leading Change,” organizations can avoid failure and become adept at change. By improving their ability to change, organizations can increase their chances of success, both today and in the future. Without this ability to adapt continuously, organizations cannot thrive.

My years of research have proven that following “The 8-Step Process for Leading Change” will help your organization succeed.


Step 1: Establishing a Sense of Urgency

  • Examine market and competitive realities
  • Identify and discuss crises, potential crises or major opportunities

Step 2: Creating the Guiding Coalition

  • Assemble a group with enough power to lead the change effort
  • Encourage the group to work as a team

Step 3: Developing a Change Vision

  • Create a vision to help direct the change effort
  • Develop strategies for achieving that vision

Step 4: Communicating the Vision for Buy-in

  • Use every vehicle possible to communicate the new vision and strategies
  • Teach new behaviors by the example of the Guiding Coalition

Step 5: Empowering Broad-based Action

  • Remove obstacles to change
  • Change systems or structures that seriously undermine the vision
  • Encourage the risk-taking and nontraditional ideas, activities, and actions

Step 6: Generating Short-term Wins

  • Plan for visible performance improvements
  • Create those improvements
  • Recognize and reward employees involved in the improvements

Step 7: Never Letting Up

  • Use increased credibility to change systems, structures and policies that don’t fit the vision
  • Hire, promote, and develop employees who can implement the vision
  • Reinvigorate the process with new projects, themes, and change agents

Step 8: Incorporating Changes into the Culture

  • Articulate the connections between the new behaviors and organizational success
  • Develop the means to ensure leadership development and succession

One of the most common questions I hear in working with business leaders is, “Now that we’ve embarked on this transformation, how do I make sure these changes stick?” The answer is simple: keep at it. Cultural shifts happen in organizations when new behaviors are displayed, over and over again, to achieve results. Those new behaviors soon become the norm, and sustainable change begins to take hold.

In an interview with Kotter International Senior VP, Mike Evans, I discuss what it takes to make change stick. Here is a transcript of that interview.

Mike Evans:  John, the final step of the 8-Step Process for Leading Change is embedding the change into the culture into the organization. How do you make it stick?

John Kotter:  Well, you get it into the culture. That’s how you make it stick. But the way that happens is you get people to behave in a new way. You make sure it’s a smart new way so you get better results. You make sure that those results maintain themselves over time, not two months, which means people have got to continue to do it in the new way. What happens, I’m not sure why, ask the social anthropologist, but when people behave in a new way, it gets good results and it sustains itself for a while, it just kind of sinks into the DNA of the group, into the culture. Once it’s in there, that’s the anchor that helps things stick.

Mike Evans:  Here’s something that just shot into my thinking process: here is the example of Southwest with Herb Kelleher, the leadership team that built a culture that produced phenomenal business results, a great place to work, devoted, committed employees.

John Kotter:  Astonishing story.

Mike Evans:  Herb leaves, the leadership team leaves, and yet the culture remains the same.

John Kotter:  They drove enough of that totally changed, different way of running an airline, not just into behavior that was being driven by a single personality or behavior that went on for a year, got great yearly performance, the analysts were happy and let it slip away. Because they got it into the culture and the method again is get the people to behave in a way, get enough success, hold onto it enough and it automatically just kind of takes care of itself. It sounds too simple but human groups actually, that’s the way they behave.

Mike Evans:  I just recently had the experience with a client and the CEO asked the question, how will we know when this is in the culture? The response I provided to him was that you’ll know when you can leave and you know that your presence is no longer necessary to sustain that.

John Kotter:  Not a bad answer.

See also:

Leading Change

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

A Sense of Urgency

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Experiments with networks are leading the way in community change

Social networks are hardly news. Everyone participates in networks in our families, schools, neighborhoods and workplaces. For activists from Mahatma Gandhi to current Tea Party and Occupy Wall Street leaders, understanding networks, linking together citizens and harnessing the power of network connectivity have been central to creating social impact.

The reason to use the language of networks today is because there are now countless venues where citizens can connect with one another, nurture networks and create change for themselves and their communities. Many of these efforts were novel experiments just five to ten years ago. The crowdsourcing platform Ushahidi was piloted in 2007 and is now critical to relief efforts in crisis situations. Facebook has grown from zero users in 2004 to 800 million, or nearly one out of every nine people in the world. This story of an increasingly networked citizenry is also about face-to-face relationships. Saddleback Church, for example, has grown from 200 churchgoers in 1980 to 20,000 attending weekly services at the megachurch’s southern California campus in 2011. Its growth and sustained participation have been driven by the strong ties that are nurtured through small clusters of members who regularly come together. Small efforts to connect and empower people today could be transformative in just a few years.

Understanding such network projects and the practices that are enabling their success was the focus of a Monitor Institute and Knight Foundation study, which resulted in the report, Connected Citizens: The Power, Peril, and Potential of Networks. We studied over 70 projects —mostly in the United States and some in other countries—that are helping individuals make the change they want in the world. We focused our inquiry on efforts that are embracing a network-centric approach, a way of working that is open and decentralized. Many of them are technologically enabled. Others are rooted in in-person relationships. Most combine online and offline interaction, as well as insights from the open-source movement and grassroots organizing. All of them are about making connections.

We gleaned from our research a set of “network-centric practices” that enable citizen-centered change and capitalize on the increasingly connected and interdependent world in which we live. Like the projects we studied, some of these practices are long established, others are newer, and all represent alternatives to traditional ways of getting things done.

These are not stand-alone models. Projects using a network-centric approach are likely to embrace many such strategies at the same time. The point here is not to create a dichotomy, suggesting the common method is bad and the network-centric alternative good. We believe that skillfully blending the two will be an important leadership ability in the coming years. For example, city officials in Chicago mounted a campaign called “Give a Minute,” asking all citizens to contribute suggestions about how to increase walking, biking and the use of public transportation. They pledged to read every submission, give direct responses and incorporate the voice of the public into their decisions, while still making the final policy choices themselves.

Inform designs and decisions Gather input from trusted advisers Listen to and consult the crowds: Actively listen to online conversations and openly ask for advice.
Connect a community with shared interests Hold a structured conference Design for serendipity: Create environments, in person and online, where helpful connections can form.
Build social capital Connect with people who are like you Bridge differences: Deliberately connect people with different perspectives.
Match community needs with available assets Provide services to those in need Catalyze mutual support: Help people directly help each other.
Organize community action Organize a consensus-driven coalition Provide handrails for collective action: Give enough direction for individuals to take effective and coordinated action.

While the field of network-centric civic action is rich, it’s still in its early days. Most of the projects we looked at are experiments, just a year or two underway. We have articulated these emerging practices in the hope that social change makers will use these observations to grow and evolve this high-potential field.

The question to ask yourself is: where are there opportunities to break out of default ways of working and experiment with network-centric approaches to scale your impact?

See also:

The Power of Collaborative Solutions


When People Care Enough to Act

Working Wikily

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“Seize Your Big Opportunity” Contest

The nonprofit organization is no stranger to the necessity of buy-in. Be it building a case for support or engaging a board of directors to make a change, buy-in can make or break an organization on a small and large scale.

Without understanding how potential attacks can disrupt consensus around important change, leaders are leaving their organizational growth to chance and potentially empty attacks or unfounded fears of naysayers.

At CausePlanet, we recently featured John Kotter and Lorne Whitehead’s book, Buy-In: Saving Your Good Ideas from Getting Shot Down. With the benefit of Kotter and Whitehead’s counterintuitive approach, nonprofit leaders can get smart about how objections are formed and delivered as well as overcome them, critical skills for any situation where two or more opposing viewpoints are likely to surface.

In addition to providing responses to common objections in their book, the authors also suggest eight steps for successful, large-scale change:

1. Increase urgency: Urgency breeds energy and focus and motivates complacent people.
2. Build the guiding coalition: A strong group of respected leaders emerge—not appointed or forced.
3. Get the vision right: Ask, “How would we look differently in the future if successful and what strategies will get us there?”
4. Communicate for buy-in: Communicate vision and strategies relentlessly and through a variety of channels.
5. Empower action: The guiding coalition eliminates obstacles and empowers people to create change.
6. Create short-term wins: With visibility and clarity, build momentum by acknowledging progress so cynics lose their power.
7. Keep at it: Maintain urgency, keep the wins coming and never let up until changes are made.
8. Make change stick: Structures, systems and promotion process should support the new order. The new emerging culture is the glue of change.

For those of you unfamiliar with Kotter’s work beyond Buy-In, John Kotter is the Konosuke Matsuhita Professor of Leadership, Emeritus, at Harvard Business School. Kotter is a best-selling author (Leading Change, The Heart of Change, A Sense of Urgency, among others) and widely considered the world’s foremost authority on leadership and change. He is the founder of Kotter International, a firm designed to guide global leaders in transformational leadership.

Slated to launch this month, Seize Your Big Opportunity is a contest that will give leaders the chance to enter to win a free day-long workshop, called a Big Opportunity Session, with experienced change practitioners from Kotter International. KI’s change practitioners will help senior leaders focus on their highest-priority business goals and the opportunities they represent for their organization, then build alignment around these critical opportunities and begin to develop the competencies to lead large-scale change.

During each day-long session, Kotter International will help leaders align around their firm’s “big opportunity,” which is a picture of what the organization can possibly achieve in relationship to changes happening right now in the world around it. It’s a call to action that appeals to employees’ heads and hearts, compelling them to change because they want to, not because they have to. In each session Kotter International will help facilitate creation of a powerful Big Opportunity statement that the leadership team buys into, can stand behind, and clearly defines the opportunity the organization has in leading proactive change.

Seize Your Big Opportunity is open to organizations of all types and sizes – businesses, educational institutions, non-profits, government agencies, and others are all eligible. After an initial nomination round where organizations submit a brief overview of how and why they want to change, Kotter International will invite organizations with the most compelling cases to submit a more detailed application. Organizations that demonstrate their goals are achievable, their senior leaders are committed to the Big Opportunity, and that they have the capacity to build on the lessons of a one-day session will be selected as winners.  There is no limit on the number of winners who will be selected.

Visit Kotter International website for more books and resources from John Kotter or visit our Page to Practice book summary highlights and subscribe for more information and an author interview about Buy-In and other books in our summary library.

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Withstand unreliable times by making “people smart” choices

The article that follows by Tommy Spaulding tells a brief story about CEO, Ray Hunt, of Hunt Consolidated, Inc. Ray is a terrific example of the best practices author Dan Erling shares in Match: A Systematic, Sane Process for Hiring the Right Person Every Time.

Numerous studies report that the most successful companies are those run by leaders who understand that people are the most important part of the business equation. Despite these reports, CEOs still do not prioritize the hiring process and end up losing precious time and money. Losses in recruiting, training, and productivity can be staggering—up to 13 times that person’s salary and more for managerial or revenue-generating positions, says Erling.

Transformative leaders take something great and make it greater. Ray Hunt is a transformative leader. The Texas-based oil company was founded by Hunt’s father in 1934 and stands today as a testimony to the wisdom of what he calls “people smart” leadership.

Mr. Hunt, now in his late 60s, serves as the chairman, president and CEO of Hunt Consolidated, Inc., the parent company that oversees what’s grown into a multi-billion-dollar family of businesses. Chris Kleinert, the president and CEO of Hunt Consolidated Investments, introduced me to Mr. Hunt. Chris and I met when I spoke to the Young Presidents’ Organization, and Chris invited me to speak during the annual meeting of Hunt’s top 150 managers. I flew to Dallas the day before the conference and Chris introduced me to Hunter Hunt, the president and CEO of Hunt Consolidated Energy, and to Chris’s father-in-law, Ray, so that they could give me a better feel for the history of the company.

Since 1974, the Hunt family business has doubled in revenue and growth every five years and it’s on pace to do it again. In good economies and slow economies, the Hunts have not only survived but grown. They now have more than 3,000 employees and a diversified assortment of business interests that help drive that growth. But with such growth comes challenges, and it didn’t take me long to understand why Ray Hunt has been so adept at facing and meeting those challenges.

First of all, Mr. Hunt proves success doesn’t have to strangle humility. He is a gentle, soft-spoken, humble Texan–a world-class gentleman with a servant’s heart. I’m sure he’s had his moments of imperfection just like the rest of us, but it only took a few minutes with him to realize the authenticity of his character. That’s what drives his leadership: he cares about people.

In fact, Mr. Hunt made it clear that being “people smart” has been the key to his organization’s success. He pointed out, for instance, that he has nothing against people with doctorate degrees, but that he could only think of one person he’d ever hired who had that level of formal education. Instead, he’s done just fine by hiring based more on work ethic, communication skills and shared values. “If you can build with that,” he told me, “growth happens.”

One of the “five basic characteristics” stressed in the Hunt companies is “a strong corporate culture.” When a company’s employees operate with shared personal values and work ethic, they attract others who share those values, and that’s how you grow a strong, competent workforce.

When I met Mr. Hunt, he talked about viewing employees as family members, about hiring the right people and about focusing on building the right type of “corporate culture.” In fact, he must have mentioned “corporate culture” a dozen times in the 15 minutes he spoke about Hunt Consolidated. Frankly, it seemed almost obsessive. But in an organization racing forward so fast, Mr. Hunt knows the one thing that can take it off track is for it to stray from the values and culture that led to its success.

Mr. Hunt believes that a Chairman and CEO’s greatest responsibility is to protect its “corporate culture.” And it is also important to make sure the succession plan is in sync with the company’s values. Having spent time with Chris Kleinert and Hunter Hunt, Hunt Consolidated, Inc. is in good hands. They share Mr. Hunt’s passion for people-smart leadership that starts at the top and works its way down to every level of the constantly growing organization. He’s set them up for continued success, and their shared commitment to his principles no doubt will drive the company’s growth for years to come.

A candidate who fits your culture is as important as one who has the hard and soft skills you require, says Dan Erling. Assess your culture within the department where the new position will be filled and the nonprofit as a whole. Evaluating your own culture is very difficult because you work within it every day. Using any one of the tools available online or Erling’s scorecard will help you uncover important surprises that may impact your hiring decision.

See also:

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

It’s Not Just Who You Know


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Nonprofit strategy: Who’s in the driver’s seat?

A few years ago, I discovered a framework for evaluating foundation strategy developed by Peter Frumkin that draws attention to three critical features of strategy: its soundness, the quality of its implementation, and the results it produces. The framework has proven to be immensely helpful to me as I work with foundations and has transferred nicely into my work with other nonprofits.

The truth is I work with a number of nonprofits that operate under strategies that appear to be…well, less than sound. Either the elements of the strategic plan itself do not seem to hang together or the actions and decisions of the organization do not fall into a discernible pattern. Lacking anything beyond my observations and intuition, however, I could say nothing more than soundness was lacking because I didn’t see evidence of it.

So, what exactly is that evidence we should look for in assessing soundness of a nonprofit strategy? What is it that holds a strategic plan together or gives coherence to a set of discrete decisions?

I have concluded that soundness of strategy rests on two essential features. The first is the clarity of the organizational core, a definitive statement encompassing the essential who, what and why of the organization’s work. The second feature of a sound strategy is the presence of a strategy driver. Whereas the core is the starting point for strategy development, the driver is the mechanism that ensures that decisions and actions – whether to strengthen the core or expand beyond it – are intentional and consistent.

The Organizational Core

To help clarify the essential elements of the organizational core, I devised the following definition for use with clients:

Your strongest competencies aimed at the highest priority needs of your targeted      population within your defined domain.

To illustrate, consider the organizational core of Second Chance, whose mission is to reduce recidivism among ex-offenders by preparing them to acquire and retain gainful employment:

Strongest competency – teaching and training

Priority needs – skills to acquire and retain gainful employment

Target population – recently released inmates

Domain – the local criminal justice system.

Once clarified, the core provides the basis for the development of an organizational strategy. It is at this point that the second feature of sound strategy comes into play: the primary strategy driver.

Strategy Drivers

The strategy driver, in essence, defines the nature of your business and consequently provides the lens through which program decisions and resource allocations are considered. I present nonprofits with three possibilities: a client-driven strategy, a service-driven strategy and a domain-driven strategy. While all three considerations come into play, a sound strategy utilizes a primary driver as its guide (“what prompts us to act”) and the other two to set boundaries (“how far we will go”). To illustrate, consider the choices facing Second Chance.

A client-driven strategy is based on the specialized needs of the target population and leads an organization to seek additional opportunities to address those needs. For Second Chance, this means deciding which specific needs of former inmates it will – and won’t – address (the service boundary) and where they will go to reach additional clients in the target population (the domain boundary). A client-driven strategy might lead to the development of services to help new inmates and their families prepare for reunification.

A service-driven strategy builds on the organization’s content expertise or specialized knowledge. For Second Chance, this would mean offering its core expertise – preparing individuals to secure gainful employment – in new places or to new groups of people. The boundaries are defined by which groups it believes can benefit from that core expertise (theclient boundary) and where those new groups can be found (the domain boundary). A service-driven strategy might lead Second Chance to develop a training program for displaced workers from local manufacturing plants.

With a domain-driven strategy, the organization responds to the changing needs or preferences that occur within its “sandbox” as it has defined it. For Second Chance, this would mean building on its relationship with the local criminal justice system to address additional issues or concerns related to recidivism. The boundaries of the strategy are defined by which people it would serve (the client) and how it believes it can best meet their most pressing needs (the service). A domain-driven strategy might lead to the addition of recovery programs for inmates with alcohol or drug dependency.


By identifying the organizational core and the primary strategy driver at the outset, boards and executive staff set the framework for discussions that are far more likely to produce a strategy that is focused, relevant and consistent over time.

See also:

The Nonprofit Strategy Revolution

Nonprofit Strategic Positioning

The Nonprofit Business Plan

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Can you afford to pay 13 times more in current salaries?

Peter Drucker once said, “The ability to make good decisions regarding people represents one of the last reliable sources of competitive advantage, since very few organizations are very good at it.”

Most organizations are terrible, if not inconsistent, at hiring. This is not a good thing at all since talent matters more than any other resource in a nonprofit. Numerous studies report that the most successful companies are those run by leaders who understand that people are the most important part of the business equation. Despite these reports, CEOs still do not prioritize the hiring process and end up losing precious time and money. Losses in recruiting, training, and productivity can be staggering—up to 13 times that person’s salary and more for managerial or revenue-generating positions, says Erling.

Dan Erling is the author of our new Page to Practice™ feature this month at CausePlanet: Match: A Systematic Sane Process for Hiring the Right Person Every Time.

“Most organizations will tell you that having the right people on the team is the key to success. Very few organizations go beyond that rhetoric. When it comes to execution, they lack the drive to make hiring great people a top priority,” says Erling.

Furthermore, when I asked Dan Erling about the important but seemingly rare evaluation of a job candidate’s competencies versus skills, he had this to say:

“The difference between competencies and skills is vast. Competencies tell us about the internal makeup of the candidate we are considering for a role in our company. Examples of competencies include ‘independence, energy, passion and intelligence.’ Skills are trainable and don’t tell us anything about the way a person will fit within a company. Examples of skills include, ‘Excel mastery, the ability to speak Spanish, working knowledge of nonprofits and a CPA accreditation.’

So, the reason that making the distinction between competencies and skills is so rare is because there is difficult and deliberate work that must go on to figure out what competencies best fit within an organization. This is time-consuming and difficult. But the good news is that most organizations don’t want to be bothered with it. Those that are willing to take the plunge are far more likely to be successful in their hires and therefore infinitely more competitive.”

Human capital is the most important investment you can make in your organization, according to Erling. He has developed and repeatedly proven that his MATCH model, if used from start to finish, will ensure you hire the best fit every time.

The MATCH system covers the entire lifecycle of the hiring process, including: using powerful strategies to craft job descriptions that precisely fit your nonprofit’s needs; building teams and departments that align with your mission; investing the necessary time and energy in recruiting, interviewing and researching the right candidates; bringing new hires on board, monitoring their performance and ensuring the hires are maximizing their performance; and retaining top talent for long-term hiring ROI.

Evaluate the current health of your hiring processes by answering some of Erling’s questions below:

1. What has been your company’s hiring success rate over the past year?

2. What has been your company’s retention rate over the past three years?

3. What percentage of your employees has a working job description?

4. What percentage of your employees is in the correct role in terms of being challenged and fairly compensated?

5. What percentage of your staff matches the culture of your organization?

6. What percentage of your staff has a competency profile that augments the organizational dynamic?

7. How much do your current employees augment your organizational mission?

Find out what the next steps are based on your answer to these questions. Learn more about our new Page to Practice book summary of Match, or visit Erling’s site at for more insights from the author, details about the MATCH process, and his consulting services.

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