Are you leaderless or leaderful? Results tell the truth.

“Our sector’s challenge is to move beyond episodic and scattered attention to leader transitions and leader development to a consistent and thoughtful ongoing strategy,” claims Tom Adams, author of The Nonprofit Leadership Transition and Development Guide apps works niet.

Leading in the nonprofit sector isn’t easy. When surveyed, 75 percent of nonprofit leaders are planning to leave their positions in the next five years with some already in the process access 2010 handbuch kostenlos download. At the same time, 71 percent of these organizations have no succession plan in place. What becomes of organizations that experience its leader’s exit without a plan mycloud fotos herunterladen? Results and impact pay the price.

Adams establishes in his book that there is an irrefutable connection between effective leaders and organizational results and impact druckschrift herunterladen kostenlos. He further introduces the topic of transition planning and talent development by defining a “leaderful” organization:

“A nonprofit that consistently pays attention to and invests in leader transitions and leader development paid apple apps for free. These organizations live out their belief that there is a direct link between the effectiveness of their leaders and their impact in the world.”

Adams acknowledges there are common reasons for inaction, which are rooted in deeply ingrained defenses or rationalizations for not engaging in succession planning inhalte von netflix herunterladen. Some of these rationalizations may sound familiar:

“Sure, investing in leaders is important, but we don’t have the resources.”

“I don’t expect to leave any time soon, so why worry about the executive change now?”

“We’ll get to that as soon as we finish this big project.”

Adams challenges you to reexamine these and other half-truths and reminds us there is great opportunity within leader transitions, such as changing direction, maintaining momentum and strengthening your capacity ipod gratis musiken. So what behaviors do leaderful organizations exhibit?

There are two practices that advance leaderful organizations during and before leader transitions:

1) succession planning (which is of three types—emergency, departure-defined and ongoing leader development/talent management) and

2) executive transition management (which includes three phases Adams describes as “prepare, pivot and thrive” as well as a focus on organizational capacity, direction, priorities, required leader competencies, and proactive search and successful entry and connection of the new executive) Download old fonts for free.

In this article, we’ll focus on the first practice. Succession plans can take on many forms. Adams elaborates on this topic in the adjacent table and shares a few essential elements to consider when in the early stages of preparing a plan wow online kaufen downloaden. He explains the kind of succession planning you are doing will determine what is in your plan.

Let this list from Adams be a prompt for you to consider what might belong in your succession plan direkt auf sd karteen. More importantly, don’t let your organization’s impact be diminished because you waited too long.

See also:

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

Image credit:

The Nonprofit Leadership Transition and Development Guide by Tom Adams

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Hiring talent: how nonprofit lifecycles impact culture and results

Organizational lifecycles analysis provides an effective diagnostic tool for examining how an organization has evolved as well as what opportunities and challenges lie ahead. Understanding what has been and what is to come is the foundation for predicting, analyzing and addressing effective organizational development. This lifecycle knowledge is especially effective when used in conjunction with a strategic framework that articulates the three or four goals an organization must achieve over the next three to five years.

Considerations when hiring

Whether hiring a new CEO or filling other senior leadership positions, the odds of making the correct hire are dramatically increased by applying lifecycle analysis while developing key performance indicators kaspersky neu herunterladen. The success of the hiring process is dependent on understanding the outcomes the individual is expected to accomplish and the range of experience, skill sets and attributes required to achieve these results. Often there is a bias toward identifying and hiring the skills required to successfully produce the position outcomes. However, it is the personal attributes that determine how effectively an individual works within the organization’s culture. Individuals with outstanding skill sets are often hired and then are unable to perform because they lack the characteristics to function effectively within the organization’s established culture herunterladen. The current and anticipated next stage of the nonprofit’s lifecycle shapes culture and therefore must be fully analyzed to define the most important characteristics for a new leader.

Resources on lifecycles

Many resources are available to provide help in discerning the current and ideal future state of your organization. Susan Kenny Stevens’ book Nonprofit Lifecycles: Stage-Based Wisdom for Nonprofit Capacity is a frequently mentioned resource for the nonprofit sector herunterladen. Nonprofit board members may be more familiar with Ichak Adizes’ groundbreaking work on corporate lifecycles from the 1980s. His book, Corporate Lifecycles: How and Why Corporations Grow and Die and What to Do About It, provides comprehensive insights into the unique facets of each stage of the lifecycle and also delineates how culture changes as organizations develop from an idea to a start-up to growth and maturity.

Below are examples of how three different stages in the lifecycle might be applied to assessments of organizational leadership:

Idea, Start-Up, Infant or Young Organizations

Nonprofit organizations are created because of new or innovative programing or content delivery ideas. Culturally, these organizations are characterized by high energy with the staff and board playing many different roles in fluid and often unpredictable ways pictures editing program for free. The leader is often the founder and is a charismatic cheerleader for the organization’s mission. This is the most fragile stage in an organization’s lifecycle, and there are libraries filled with books on the challenges of founder’s syndrome and how perilous leadership transitions are at this stage of the nonprofit’s life.

The driving question is, should this organization continue to exist? Has it been proven that the programs or services render the anticipated impact and that the market demand will sustain this organization long-term? If the answer is yes, then what steps must be taken to transfer ownership of the organization’s strategic direction and operations from the founder (or perhaps the founding board) to the board and staff and who can take this organization to the next stage of its development youtube to mp3 complete playlist? The tendency is to hire another charismatic cheerleader with deep programming knowledge and experience. What the organization needs is a leader who will create the systems necessary to foster replicable results year after year. This individual will understand and has experience in balancing a range of organizational development needs, rather than focusing exclusively on program development and delivery. This is also the stage when the fundraising program must diversify beyond start-up capital and sweat equity to a sustainable fundraising model. The leader selected must have the attributes required to respect the start-up culture while guiding the evolution of that culture toward a sustainable future podcast download mobile phone.

Adolescent or Growth Organizations

If an organization successfully navigates the start-up stage, it will begin experiencing the opportunities and challenges of what is commonly called the growth stage. This phase is characterized by the board and staff always feeling stretched, like there is never enough. Program opportunities exceed delivery capacity. Potential new partners, collaborators and funders clamor for new services or ask for the organization to embark on new programs to serve new audiences herunterladen. To navigate this stage, the board and staff must recognize the linkage between quality programming and organizational excellence and must also have clarity regarding mission, or what results does this organization seek to achieve. This is the phase when the board must sometimes say “no” to good ideas. During this phase the board and staff members may exit because “we aren’t having as much fun as we used to” or “there are too many rules.” The goal of this phase is not to become a stifling bureaucracy, but rather to align resources (human and capital) in ways that will be most effective in accelerating progress on the mission. The temptation is to hire leaders who will “bring back the fun.” This often translates into seeking an entrepreneur who is interested in fostering new program or service development and is not a systemic thinker leyo app herunterladen. Those characteristics may cause an organization to return to the start-up phase or fail to negotiate the organizational development necessary to become a sustainable growth or prime organization. The ideal leader for this phase brings consistency and discipline to the organization without driving it into a risk-averse culture. This leader understands how to deliver the promised results and exceed the expectations of funders and stakeholders.

Ageing, Dying and Turnaround Organizations

At this stage, an organization has lost its connection to the external environment stardew valley. Decisions are made by the board and staff in support of internal drivers or agendas, rather than responding to the changing external landscape and serving their clients, as delineated in the mission. At this stage there is either a decision for renewal and reinvention or an acceptance by the board and staff to cease operations.

Obviously, the leader who would be selected to close a nonprofit and liquidate assets in a manner that is respectful to its legacy is different than the profile for an individual who will reinvent a nonprofit organization. Reinvention may require significant changes in the board and staff composition and the transformation of the organization’s culture verben. Moving the organization from internal preoccupation to external relevancy requires an experienced leader who understands the key values that must be instilled to drive transformational cultural change. The experience and capacity for engaging disenfranchised funders and stakeholders may be paramount to success of this reinvention phase.

See also:

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

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

Image credits: liztobin.com, laschoolreport.com, ideachampions.com, internationalbusinessblog.conversisglobal.com, www.old-picture.com

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How to run a powerful, purposeful board retreat

There are many good reasons to conduct a board retreat: to create or revisit the organization’s mission, vision, and strategic plan; clarify roles and responsibilities; orient new members; reconnect and re-energize a stagnant board; and/or address critical issues or opportunities, to name a few. However, bringing the entire board together in person can be a challenge. So, to get them to come—and really want to be there—you need to create a focused, meaningful, and enjoyable experience for everyone. Here are some ideas for board retreats that really hit the mark.

Design and Planning

First, identify the purpose and specific outcomes you want from the retreat romsen. Is it time for strategic planning? Are you trying to solve an important organizational issue? Do you need to revitalize a stagnant board? Schedule a planning meeting with the organization’s CEO, board chair, and other leadership team members as needed to determine the retreat purpose and outcomes; learn what’s most pressing for the organization; better understand board dynamics; and assess board engagement, strengths, weaknesses, etc. In addition, discuss timing, duration, location, number of attendees, etc. You don’t need to finalize all the details yet, just enough to develop a draft agenda.

After meeting with organizational and board leaders, it’s a good idea to have brief “input” conversations with some or all board members to understand their views, gather topic ideas and get participants excited about the retreat video from microsoft stream. Input conversations can last anywhere from 20-40 minutes. Some sample input questions include:

  • What do you think is working well with the organization?
  • What would you like to see the organization do more of, do better or do differently?
  • What do you think the organization should stop doing?
  • What are three things the organization should focus on over the next 12 months?
  • What is your vision for this organization over the next three years dream league soccer logo download?
  • What would help you feel more engaged and useful as a board member?
  • What would help the board work even more effectively together?

Using the information from your leadership planning meeting and input conversations, craft an action-focused agenda that incorporates the retreat’s purpose and desired outcomes. Some things to consider:

  • Avoid status or progress reporting. Instead, have participants review status reports ahead of time and focus sessions on generating ideas, solving problems, making decisions, etc horror games download for free german.
  • Structure adequate time for building relationships. Schedule time to eat together, walk together and learn about one another. It’s ideal if you can hold a retreat over two days that includes a social dinner.
  • Build some flexibility into your agenda to accommodate hot topics or deeper dives into important issues.
  • Create discrete sessions with time blocks of one to three hours to help participants digest information, offer natural break points and provide variety. Have each session build upon one another in a logical order based on your goals.
  • As you create the agenda, decide what output you want from each session and plan for how to capture key issues, ideas, resources, outcomes and action steps from each session alle emailsen outlook. This will make documenting the retreat much easier.
  • Schedule ample time (at least 45 minutes) at the end to discuss action items, accountability, takeaways, appreciations and other closing activities.
  • Decide on any supporting materials, resources and preparatory work. Make sure participants have the agenda, materials and instructions at least one week before the retreat. Communicate with board members throughout the planning process to answer questions, remind them about pre-work, help them with logistics, etc.

Facilitation

While it’s not uncommon for a board or staff member to facilitate a retreat, having outside facilitation helps every participant fully engage in the retreat taize lieder kostenlosen. Also, an outside facilitator also helps reduce bias or undue influence and may notice and address board issues or dynamics not obvious to participants. Some other good practices for facilitation:

  • Start with a warm-up that gets everyone talking. An easy exercise is to pose a couple of questions that participants discuss with one or two people next to them. It’s good to include one personal and one organizational question.
  • Announce the retreat objectives and outcomes, preview the agenda, cover any logistics and discuss how participants can get the most from their time together playstation 4 demos herunterladen.
  • Set expectations up front for how you will facilitate the retreat, such as balancing participation, managing interruptions, encouraging constructive comments, etc.
  • Capture highlights from each session using flipcharts, a note taker, recording device, etc. Some facilitators find it useful to use separate flipcharts for ideas, resources, action steps, “parking lot” or other categories as needed.
  • Check in periodically about participants’ comfort level, questions, concerns, etc apple games gratis downloaden. The more transparent you are as a facilitator, the more the participants can relax and trust the process.
  • After a long or complex session, briefly summarize highlights and outcomes. If there is time, ask participants to share their own takeaways from the session.
  • If the discussion veers off the agenda, refer back to the retreat objectives and outcomes. Ask if this conversation supports their overall retreat goals, if the topic supersedes other agenda items or if it can be covered elsewhere.
  • Have plenty of food, beverages, time for breaks and table toys to help quell the “fidgets.” Periodically check people’s energy and take a short break if needed streams downloaden.

Outcomes and Next Steps

For a retreat to be worthwhile, participants must know their ideas and decisions will actually go somewhere after the event. It’s equally important for board members to understand their own responsibilities to take actions after the retreat. Here are some ideas for documenting the retreat and creating accountable action steps:

  • After each session, capture key points and outline next steps, responsible parties and time frames. Use action verbs to clarify what needs to be done (write, call, review, schedule, plan, etc.).
  • The final session should be used to summarize all next steps gta 5 für computer herunterladen. Discuss how participants will hold themselves and others accountable for taking action. In addition, invite participants to share takeaways, appreciations, personal commitments and other comments.
  • Consider pairing people to accomplish tasks. This helps boost accountability and build board member relationships between meetings.
  • Move away from a “minutes” mindset. Try to organize retreat notes logically rather than strictly chronologically. Participants won’t necessarily remember who said what when so it’s useful to group related ideas and actions together.
  • Suggest ways to incorporate progress checks from the retreat into subsequent board meetings. For example, if you do a strategic plan, organize future board meeting agendas to parallel strategic goal areas from the plan.

Board retreats can be powerful events that help clarify organizational vision, address complex issues and energize a board. With collaborative planning, a steady focus on the desired outcomes, skillful facilitation, and the willingness to hold people accountable, you can transform your board retreat from a necessary evil to the event of the year!

See also:

The Practitioner’s Guide to Governance as Leadership

A Fundraising Guide for Nonprofit Board Members

Image credit: jasonshen.com, ecfagovernance.blogspot.com, out4s.org, and doeren.com

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Trista Harris on “How to Become a Nonprofit Rockstar” (Audio)

A few weeks ago we featured an article by Trista Harris on how to build your nonprofit network Read books for free download. We also wanted to interview her as part of our book preview series that showcases intriguing leadership and nonprofit texts and their authors. Her book, coauthored with Rosetta Thurman, is aptly titled How to Become a Nonprofit Rockstar wie kann ich videos von youtube auf mein handy herunterladen. It focuses on how to accelerate your nonprofit career and find your dream nonprofit job. She delves deeper into her wealth of helpful suggestions in this interview herunterladen. Listen to her interview here.

Here’s a taste of the interview:

Trista Harris:

In our book, it has all the sort of things they don’t teach you when you’re in school about nonprofits: how to brand yourself, how to develop a career path, how to network and how to really strengthen your career youtube free music download mp3 kostenlos. Rosetta and I decided to write the book because it was all the advice we wish we had when we first started our jobs. It feels like sometimes in nonprofits you don’t have that clear career path that you sometimes have in the for-profit sector bei youtube etwas herunterladen. It feels like there are secrets on how to move forward and what it takes to be successful. We just wanted those things to be really clear so that people both stayed in the sector and really thrived when they were there netflix filme downloaden kindle.

Listen to more…

See also:

Trista Harris’ article, “Build your nonprofit network”

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

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Build your nonprofit network

You’ve heard this many times before ark ps4 character download. The key to getting your dream nonprofit job or even to be effective in your current position is network, network and network some more. You’ve heard it so many times because it’s true new open office for free. Before Twitter, Facebook and LinkedIn, nonprofit leaders actually made connections face-to-face most of the time. These days, technology has made communication much less time-consuming; however, the old-fashioned ways of networking still hold true immatrikulationsbescheinigung herunterladen.

Here are a few ways to build your network:

Attend nonprofit conferences

Nonprofit conferences are the mecca of networking pivot herunterladen. You get to learn from some of the top leaders in the field as well as build relationships with others in the sector. Of course, conference attendance can get a little pricey, but having the opportunity to meet hundreds of nonprofit professionals in one place is usually worth it hoe sims 4 downloaden op pc. You will meet your peers as well as experienced nonprofit leaders who could be your next bosses! If paying the registration fee is an issue, many conferences will allow you to attend for free if you volunteer the day of the conference to manage registrations, cover it on social media or take pictures teacheroffice for free. A list of great nonprofit conferences is available here.

Join professional associations

Professional associations are great places to learn more about your field, flex your leadership muscles and build your professional network herunterladen. Membership fees can be expensive, but sometimes your employer can pay for them or if you are still in school, you can get a student rate. Some examples of nonprofit associations can be found here soundcloud liederen handy.

Go talk to people

A great way to expand your network is to set up informational interviews with people who have jobs you may be interested in or work at organizations you admire ikea family karte herunterladen. An informational interview means you are seeking advice rather than interviewing for a specific job.

When you are setting up informational interviews, let the interview subjects know who you are and what you would like to learn from them truck simulator pc kostenlos vollversion. Have three questions available and give those to the person beforehand. Some examples:

• I’d like to move into your sector and have heard you are well-connected. Can you refer me to 2-3 other people?

• I want to work for an organization like yours someday. What do you look for when you are hiring?

• I am thinking about a specific graduate school program. Do you think this type of program would be useful for your type of work?

The person you are meeting with is not a mind reader so tell him/her exactly what you are looking for and there will be less chance of being disappointed. Be prepared to get everything you need in a half hour and count any extra time as a gift.

Build a frankenmentor

It is almost impossible to find a long-term mentor who can advise you in every aspect of your career. What is more realistic and what I have done for most of my career is find a varied network of support. I have a variety of roles in my position as president of the Minnesota Council on Foundations: recruiter, manager, strategic planner, chief networker, spokesperson and administrator. I have found many amazing women and men with experiences in each of these roles and have relied on them to give me good advice and lots of encouragement as I chart new paths and try new ideas out. For me, there has never been just one great mentor. My mentors are in lots of different fields and have a variety of experiences. Most wouldn’t call themselves my mentor if you asked them but they have always been available when I have needed help.

Your network is your greatest tool when it comes to preparing for the next step in your career. Your network will help you identify positions, give you the courage to apply, and be your best inside and outside advocates to get you that position. Your network can also be a source of support for challenging situations or give advice and support about how to balance it all. Take some time to build your professional network.

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Give your staff a “second paycheck”

So many of us find ourselves explaining to others why we work in the nonprofit sector. There’s a higher purpose that gets us out of bed every morning and keeps us at the desk well after five. So you can imagine my curiosity when I read James Robbins’ chapter on giving your staff a “second paycheck” in his book, Nine Minutes on Monday: The Quick and Easy Way to Go from Manager to Leader herunterladen.

Robbins’ model “is founded on nine key questions to ask yourself each Monday morning during your leadership planning time. Each question is tied to one of the nine drivers of employee engagement and will help you create small actionable goals that will inspire and motivate your staff.”

In my CausePlanet interview with Robbins, I asked him about “minute four” and the most important minute out of the total nine minutes he recommends each Monday prospekt herunterladen.

CP: In minute four, you talk about giving your staff a “second paycheck” and the positive results of connecting people with purpose. Could you give our readers an example of connecting someone to purpose?

JR: I was recently doing a Nine Minutes workshop for a boutique men’s clothing store wie kann ich google chrome herunterladen. I was asking them to brainstorm for a moment on the question, “Whom do we serve?” When I asked for their answers, one salesman said the word, “clients.” While this is true, there is no compelling purpose here. Then one of the salespeople told a story about how he had recently sold a new suit to a man who had to deliver a eulogy at his father’s funeral. The salesman made a follow-up call to see how the funeral had gone zlm schadeformulier downloaden. The man responded by saying it went well and the new suit had made him feel confident and he was grateful for that. This is a great story because it gives the client a face and shows how selling a suit can help someone feel confident at his father’s funeral. There is power in this story but only if the rest of the staff hears this. I encouraged them to pass along stories like these to help employees connect purpose to pay youtube video herunterladen macbook. So stories are one of the most powerful ways to help people connect to purpose. Find great stories about how what you do makes a difference and then find appropriate ways to get them passed on to your staff.

CP: If there could be only one minute on Monday dedicated to this topic, which one would you choose as most important for managers herunterladen?

JR: That’s a tough question. If I could only pick one, it would be minute nine: the need for a model to follow. Our examples as leaders do more to dictate our success than anything else microsoft internet explorer 11 kostenlos downloaden. If we truly want people to follow us, engage their talents and work with all their heart, then we have to be exemplary leaders. I’m not talking about management ability here either. This goes beyond the role and extends to who you are as a person: how you treat people, how hard you work, whether or not you take responsibility for your mistakes, humility and courage pokemon bilder kostenlos downloaden. Like it or not, there is a certain morality attached to leadership and we have to be that part. A leader’s example always has been and always will be paramount when it comes to him/her cultivating a following. The next most important minute is number one: caring for your people.

Consider minute nine, are you creating a model to follow herunterladen? How do you demonstrate humility, responsibility, a strong work ethic?

CausePlanet members: Don’t forget to register for our next live author interview with Tom Wolff, who trains and consults in collaborative solutions. We’ll discuss the essential principles he explores in his book The Power of Collaborative Solutions: Six Principles and Effective Tools for Building Healthy Communities on Thursday, August 22 at 11 a.m musik zum herunterladen legal. CST.

See also:

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

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Robbins emphasizes awareness and consistency in management

“Great leadership is actually the little things done consistently,” says bestselling author James Robbins in our CausePlanet interview follow tv now.

I first saw Robbins’ Nine Minutes on Monday when I read the Top 10 business books of the year in The Globe and Mail news dresses make people listenbook for free mp3. The title of this number-one ranked book resonated with me because we all want to make the most of our time or even kid ourselves that we can beat the clock herunterladen. Though, I should remind you to consider the source of this blog. Our tagline at CausePlanet is, after all, “where nonprofit leaders get smarter faster.” So when a book title mirrors my obsession with maximizing time, I can’t help but read it.

Author James Robbins delivers on his title promise: Nine Minutes on Monday: The Quick and Easy Way to Go from Manager to Leader. Throughout the course of this book, you will “learn a simple system to help you bring out the best in your employees, enabling them to produce results without adding hours of tasks to your plate.

Robbins’ model “is founded on nine key questions to ask yourself each Monday morning during your leadership planning time. Each question is tied to one of the nine drivers of employee engagement and will help you create small actionable goals that will inspire and motivate your staff.”

I asked Robbins in our CausePlanet interview about the differences readers experience after absorbing his principles as well as what readers will be most surprised to discover:

CausePlanet: Hi, James. I really enjoyed reading your book. I took a lot of notes in the margins and your book is already showing wear and tear after one reading! When someone applies the principles you discuss in your book, how would you describe the macro differences they’ll experience in their own behavior as managers?

Robbins: The biggest change they will notice is an increase in their awareness. I call awareness the quintessential skill of managers. If you have a clear picture of what is going on around you, nine times out of ten you will know what to do. Our problem as managers is that we get so busy with and focused on all the little tasks and details that we forget to lift our heads up and see what’s going on around us. Nine Minutes on Monday helps managers create the habit of awareness.

CausePlanet: What will our readers be most surprised to discover in your Nine-Minute process for Mondays?

Robbins: Readers will be most surprised by the simplicity of the concepts. Often when I speak, someone will tell me she has heard all this before. Knowledge is usually not our problem, but rather it’s a lack of execution regarding the basics that is. Great leadership is actually the little things done consistently. Nine Minutes helps you by creating new habits without adding a lot of extra time and tasks to your already-full plate.

How often are you tending to your leadership responsibilities? How do you maintain consistency?

CausePlanet members: Don’t forget to register for our next live author interview with Tom Wolff, who trains and consults in collaborative solutions. We’ll discuss the essential principles he explores in his book The Power of Collaborative Solutions: Six Principles and Effective Tools for Building Healthy.

See also:

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

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Three ways to a better culture & bottom line (Audio)

Unengaged employees cost time and money herunterladen. So why do we have molasses-like reflexes when it comes to cultivating a positive culture in the organizations we lead?

Billions of dollars are lost every year by corporations through turnover as well as legitimate and non-legitimate sick days writing program for free without registration. Tens of thousands are lost in productivity and outcomes within a single position if it turns over or if the employee is unengaged in your nonprofit.

Michael Stallard, author of Fired Up or Burned Out, says there are many easy ways you can cultivate what he calls a “connection culture” in your workplace office professional plus 2019 herunterladen. CausePlanet hosted a live interview with Stallard last week and one of the questions from the attendees generated a response that centered on three steps toward a great culture (podcast) wie kann ich von soundcloud downloaden.

CausePlanet members: You can play back the full interview with Stallard if you missed the live session last week warzone herunterladen ps4. Don’t forget to register for our next interview with William Mott, author of The Board Game: A Story of Hope and Inspiration for CEOs and Governing Boards gta herunterladen dauer.

Not a member yet? Find out more about how you can download this book summary and other titles as well as attend or play back regular live author interviews herunterladen.

by Denise McMahan

See also:

Links provided by Stallard during the interview:

Stallard mentioned in the interview: www.epluribuspartners.com, www.michaelleestallard.com, Indiana University Center of Philanthropy studies that assert donors stop giving due to a lack of connections: “Indiana Gives 2008” and “The Local Connection” in “Coming to the Table,” “Great Leaders Connect” (article about Admiral Clark), and the National Geographic video on stress entitled “Stress: Portrait of a Killer.”

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Improve your organizational performance by making great hires

The CausePlanet team invited me to respond to the Page to Practice™ book summary of Match: A Systematic Sane Process for Hiring the Right Person Every Time by Dan Erling. I would agree with Erling that human capital is the single most important factor in accelerating a nonprofit organization’s mission performance mp3 bestanden van youtubeen. His book outlines accepted and tested best practices in identifying, hiring and retaining talent. Nonprofits should not underestimate the competitive environment for the very best employees or the costs of making the wrong hire. Nonprofit CEOs who focus on hiring processes and provide leadership for these best practices will see gains in organizational efficiency and impact through a more motivated and skilled staff pdf dateien herunterladen ipad.

However, to many executive directors and CEOs of smaller nonprofits, this approach to hiring may sound like a process that is only suited for large organizations. Actually, the inverse is true. The smaller the organization, the more critical it is to consistently build focus and discipline around hiring processes older version of firefox. The cost and impact of making the wrong choice is much greater when the organization is smaller.

While having a disciplined and consistent comprehensive process for hiring is important, there are three aspects that are critical and often overlooked. When talking with organizations about hires that did not work or when interviewing individuals who have exited positions that did not fit, it is usually one of the following three aspects of the search process that was neglected:

  • The Foundation: mission, strategic direction and organizational alignment
  • Choice: sourcing to build an applicant pool
  • Results: starting with the end in mind

The Foundation: mission, strategic direction and organizational alignment

Making the right hire begins with an understanding of the mission, as well as clarity about where this organization is in it lifecycle and its intended strategic direction herunterladen. During work on over twenty searches over the last six years, boards and/or staff usually articulate a need for changes in how the organization functions, key success indicators and outcomes. It’s only by discussing the mission, whom a nonprofit hopes to serve, the outcomes to be achieved and how the next stage of the organization’s development differs from the last that the desired change becomes concrete, a tangible set of skills and attributes playstation store purchased game download. These discussions about the foundational elements of the nonprofit also test the alignment and support for this future direction and enhance performance on the mission. Are the board, staff and key stakeholders all supporting the same direction, strategic vision and next steps for this organization? If not, how will these differences be addressed prior to filling an important position download apps? Clarity regarding these most fundamental elements is critically important before proceeding with a search.

Choice: sourcing to build an applicant pool

Frequently, we make the wrong hire when we feel pressured to fill a position and settle on a candidate who lacks important skills or attributes. It’s easy to talk yourself or a team into picking the best from a group of applicants who do not fit the position.

Dan Erling talks about strategies for expanding the pool with diversified advertising strategies kingdom new lands herunterladen. Researching the best websites, association list serves and social media strategies for advertising a job can broaden the pool of applicants. However, you are only reaching people who want to find a job or change jobs. In all likelihood, the most qualified candidates are not looking and will not apply for the position you posted.

To reach this highly qualified cohort, sourcing is required gpx track downloaden. Sourcing is an action plan for reaching those individuals who may be ideal candidates for the job or know where to find those candidates. Review your contacts and identify at least 20people who are outstanding at the job you are seeking to fill or know people who have mastered the skills and attributes your position requires. Send each of these individuals the position description for the job and schedule a time to talk. Solicit feedback on the job, sources for candidates, and names of specific individuals and ask them to forward the position description to their key contacts klingelton kostenlosen android. Follow up on suggestions and continue to network. This strategy will lead to individuals who are not in the job market and may never have heard of this opportunity without these networking efforts.

Results: starting with the end in mind

How will you measure the success of this position? What would a superstar accomplish in this job during the first 6 months, by the end of year one or two internet videos herunterladen mac? What are the most important outcomes to accomplish first? What rate of change does the organization expect and/or require?

It is amazing how often I talk with someone new to their job (and regularly these are CEOs) who have no quantified performance outcomes. Frequently they are spending their first year on the job defining the job! How often do we set up a new hire for failure by failing to define success?

Part of the task when writing a position description is to prioritize the outcomes for year one and quantify the performance. If the team (board and/or staff) working on the position description cannot agree on either the outcomes or the measures, keep working. Failure to agree on this most fundamental statement of what the job will do for the organization means there is a lack of alignment regarding the role. Until that alignment is achieved, it’s unlikely anyone can succeed in the job. Do not make assumptions regarding outcomes; quantify the results your organization needs!

See also:

Winning with a Culture of Recognition

Fired Up or Burned Out

Nine Minutes on Monday

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Weathering the economic storm: how to boost morale

I was an enthusiastic 21-year-old recent college graduate when I arrived for my first day of work at Texas Instruments in 1981. Ready to take on the business world, what I encountered was an office of stressed-out coworkers. The day before, the company had announced its largest layoff in history winrar 32 bit 4.20 deutsch free download kostenlos. The mood at the firm made me wonder if I had just bought myself a seat on the Titanic. Since then I’ve lived through many a recession, restructuring and downsizing and I’ve learned how to cope with the normal feelings that arise in times of uncertainty.
Emotional responses
When we face adversity and colleagues lose their jobs, it is natural for us to fear for our own vtech download manager for free. Triggered are a range of emotions, including anxiety, anger, sadness and even grief. These emotions are grounded in our needs for respect, recognition and a sense of belonging at work. Meeting these needs is critical to restoring normal emotions.
Focus on control
If office morale is sinking due to the fear of potential job cutbacks, I recommend people concentrate on two areas das boot film herunterladen. First, focus on what you control, that is, your efforts in carrying out your own job responsibilities. When you do this, your colleagues will see you in a more favorable light. If you mope around and complain, however, it looks immature and selfish. Now is not the time to drop the ball. If the team has been weakened, everyone needs to step up during this time of adjustment kostenloser download youtube videos.
Connect with others
The worst thing for people going through a time of uncertainty is to feel alone. When we feel alone, we tend to become more pessimistic and may overreact. The office mood will sink even further if everyone tries to “suck it up” on his/her own herunterladen. When people worry about losing their jobs or get stuck in their grief over the loss of their former colleagues, the level of the stress-related hormones soars in their bodies. A whole host of negative physical and mental effects arise when stress hormones remain high. When people feel connected relationally, however, and receive encouragement from others, their stress hormone levels fall feuerherz alben kostenlos downloaden. The connection helps them feel better and the clouds of gloom begin to clear. The second response I recommend, then, is to intentionally reach out to “connect and encourage” your colleagues.
Connecting with coworkers may include taking them out for a meal or coffee or out for a walk. As important as the time and attention is the opportunity to get them to talk about how they’re feeling märchen herunterladen gratis. Listen closely and try hard to empathize. Our brains are equipped with mirror neurons that allow us to feel what others are feeling. When you feel someone’s negative emotions, it diminishes the pain he or she feels. When you feel someone’s positive emotions, it enhances the joy he or she feels. Also, look for ways to encourage coworkers by complimenting them on their strengths and assuring them they will be fine fonts free mac. Because your coworkers will feel respected by you and recognized for what they do well, it will boost their sense of belonging to the group. And when you connect with and encourage others, you will find you feel better too.
Know and do
Let me forewarn you not to dismiss these recommendations because they sound simplistic herunterladen. A problem in most organizations today is that people suffer from a knowing-doing gap. They know what needs to be done and yet fail to do it because it requires the expenditure of additional energy until that behavior becomes hardwired into the subconscious parts of their brains. Once they get used to the new behaviors and they are hardwired, they become natural and require less energy and intentional effort.
Create a checklist
To begin, over the next two weeks start every day by creating a checklist of what you have to get done that day to do your job well and include at least one action you are going to take to connect with and encourage a coworker paint for mac. At the end of each day, review the checklist to see what you accomplished.
You can make a difference and lift the spirits of your coworkers by getting your work done well and taking the initiative to connect and encourage the people around you. If you do this, your team will weather this storm, and the support and encouragement you show one another will make you better equipped for a bright future.

See also:

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

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