News, comments, resources, and more for nonprofits.
Who is in your learning network?
Who do you learn from on a regular basis?
Who do you turn to for your own professional development?
These are the questions that educator Dr. Mark Wagner poses at the beginning of his seminars on personal learning networks. He finds that, with so many of us working as “lone rangers” in our given organizations, we best keep our edge by building our own networks of learning or growth.
While ONEplace can play an integral role in your professional development, each of us needs to build our own dynamic learning network. Fortunately, the online connections available to all of us make this less of a challenge. Indeed, the greatest challenge may be the overwhelming amount of available information and connections.
While Dr. Wagner offers us some clear direction to building our personal learning networks, it’s important to keep some guidelines in mind.
First, your network is for you. Don’t follow someone on Twitter because other people do or don’t give in to the temptation to grade yourself by the number of connections or comments or likes on Facebook or LinkedIn. This is your learning network, so make sure it is serving your learning needs.
Second, your needs change so let your network change, too. Follow a thought leader’s posts and blogs as long as they are helpful. Some writers keep rehashing their insights, so after a few weeks, you know their perspective and can move on. Sometimes, you may wish to simply get new voices into your learning mix, so shake up the roster. The point is to freely adjust the mix to meet your changing needs.
Third, keep your network manageable. There is only so much that any one person can digest, so keep the number of blogs, tweets, groups, etc. within reason. Make sure the ones you follow give you the highest quality information, best connections, and most insightful conversations.
Take these three guidelines and Dr. Wagner’s information with you by downloading our ONEpage resource, Personal Learning Network.
Inside Drucker’s Brain
Some things get undeserved bad raps. We get stymied or frustrated by something, so we cast it aside rather than fix, adjust or redirect.
Can you say, “strategic planning?” How about “performance appraisals”…or “meetings?”
Faulty leadership most often suffers not from a lack of know-how but from a lack of execution. We often know what to do, but, for various reasons, we simply do not follow through. So, we place the blame on the thing we won’t do and dismiss it.
This won’t do. Let’s throw a life preserver out to these water-treading children, pull them ashore, and do the work that needs to be done:
- Setting an intentional path toward increased community impact through strategic planning
- Nurturing our staff’s professional development through meaningful performance appraisals
- Taking the time to check-in, to resolve tactical issues, to make strategic decisions, and to grow together as a cohesive organization through effective meeting practices
Begin right away. You can start by reclaiming the importance of meetings by attending Effective Meetingson Wednesday, March 13. This session goes beyond agendas and timely minutes to getting the right people in the right place addressing the right issues.
Your leadership team – even if only two people – forms the core of your organization. Everyone and everything take their cues from this group. So, it is vital that this team be solid and completely transparent.
In his book, The Advantage, Patrick Lencioni outlines four disciplines leading to organizational health: build a cohesive team, create clarity, overcommunicate clarity and reinforce clarity. He suggests that the two bedrock principles of building a cohesive team are developing trust and managing conflict.
If you’re like me, you are vigorously nodding your head. A leader’s failure to execute most often centers on his/her failure to build trust in the first place. Without trust, debates on critical issues disintegrate to manipulation and even winning at all costs.
Our ONEplace Leadership Series addresses these issues in the upcoming Take the Lead: Influence workshop (Feb 13). I encourage you to participate or, if unavailable, let me know your top leadership challenges. We’ll find resources and events to address your most pressing needs.
Using groups to solve problems, make decisions, and set strategy generally leads to better outcomes. However, history recounts instance after horrible instance where businesses were ruined and lives were lost due to a phenomenon known as groupthink.
Groupthink occurs when a group of people make a disastrous decision due to a desire for harmony or conformity. It’s a controversial topic, and the subject continues to get attention. More than 20 major studies on aspects of groupthink have been published since 2009.
One of the earliest and most influential researchers in this area, Irving Janis (Yale University), devised ways of preventing groupthink. In reviewing these, I found these basic threads: use a process that maximizes objectivity, ensure all available information is gathered (facts & informed opinions), evaluate all reasonable alternatives, and assess risks before committing.
Our ONEplace Leadership Series offers management processes that help on many fronts – including the prevention of groupthink. The next offering in this series (Group Decision Makingon Jan 31) addresses this particular dynamic most directly. Coming next month, we will tackle Effective Meetings. Please consider attending these workshops.
In Disney’s Aladdin, our hero’s disguise is betrayed when he asks Jasmine, “Do you trust me?” This is a bottom-line question. It sets the bar of any relationship, and gets down to the naked truth of where you stand and who you are.
Trust makes an impression.
Whether in a family or business relationship, trust means more than just doing what you say you’re going to do. It means that you can speak freely and openly with those you trust. You’re comfortable being totally honest and transparent with them. You’re willing to place your reputation in their hands.
In the workplace, trust’s impact goes beyond individual relationships. It affects the key organizational matters of maximizing performance and achieving desired outcomes. Without trust, we question our colleagues’ intentions and judge their personalities. Productivity disintegrates in the acidic pool of office politics.
So, how can we begin the process of building trust? A first step, as suggested by Patrick Lencioni, is the Personal Histories Exercise – a low-risk, 20-minute activity to help team members understand one another as people. By having each person state where they grew up, how many siblings they have, and an interesting or unique challenge from their childhood, team members connect at a personal level and begin to see each other as trustworthy human beings.
Lencioni offers other exercises and models on his website. The foundation of it all, however, is trust; and it is up to the organization’s leader to make the first move and model the desired behavior – not a bad New Year’s resolution!
Over the past two weeks, one lesson has presented itself to me in a variety of forms – the importance of clarity over and above certainty.
Without going into all the gory details, suffice it to say that processes have stalled waiting for every last fact to be gathered, people have adorned their arguments with extraneous and jargonistic detail to prove the absolute rightness of their point of view, and meetings have been endlessly prolonged while meaningless minutia was debated. It’s exhausting!
In his book, The Five Temptations of a CEO, Patrick Lencioni names “choosing certainty over clarity” as temptation number three. While he affirms the importance of working with good information, he argues that many of us (CEO or not) take pride in our analytical skills and keen insights. Consequently, we spend too much time honing even-more-finely-detailed analyses into conclusions that get a nod but don’t move our organizations forward. Further, the higher impact issues before the group are left to the final few minutes of an already-too-long meeting.
Clarity, in contrast, means that you take a stand, and people understand the argument being made. They know points on which they agree and, perhaps more important, points on which they disagree. To speak clearly, however, requires us to set aside our fear of being wrong (or, at least, not-completely-right) and willingly invite others to challenge and improve our arguments.
Also, clarity makes accountability possible. Clarity of mission and purpose as well as clarity on individual roles and responsibilities means everyone knows why we exist, where we’re headed and who’s doing what. Everyone knows what’s expected and each person participates in keeping the organization on track.
In the study, Fearless Journeys, the researchers describe how several orchestras took on innovative ideas to invigorate their organizations. In the closing, the writer observed that what made all the difference was NOT the choice each made, but the fact that they dared to choose.
Any decision is better than no decision.
The Five Temptations of a CEO
Recently, I heard Mario Morino of Venture Philanthropy Partners speak of the “…acute shortage of the kind of leaders that high-performing nonprofit and public agencies require.”
This comment tracks with what I’ve heard from business and nonprofit leaders for years: leaders are in short supply.
Mario also says, “Bluntly put, the number-one limiter on our ability to create meaningful, lasting change in our social and public sectors is an acute shortage of the ‘right people on the bus.’” The “right people” he refers to are leaders, i.e., “people with a professional, personal, and passionate commitment to solving a problem about which they possess a commanding and deep understanding.” To be truly effective, organizations need leaders not only in the top jobs but throughout the organization.
ONEplace@kpl has doubled its commitment to bring you leadership training. Our ONEplace Nonprofit Leadership Academy 2013 will begin in January and address every area involved with running a nonprofit. We also are looking to the character of a leader and offering an occasional series called, Take the Lead. The first session is November 27 and explores the importance of focused attention – committing to it, practicing it, and maintaining it.
Consider these opportunities as well as resources found on our Leadership ONEpage to help you develop your leadership skills.
A Mindful Nation
Are you squeezing every last cent out of every dollar, every year…and still running a deficit? Are you expanding your mission to chase after one more grant? Do your communications often (too often) say, “please save us, we’re worth it?”
If so, it’s time to admit that your organization’s business model is unsustainable. It’s not time to redouble efforts. It’s time for a turnaround.
Turnarounds are not miracles. They result from good planning and determined implementation, and they require an unwavering focus on strong leadership, disciplined management, aggressive marketing, and right-sized fundraising.
Strong leadership delivers
• A single, unified vision
• A positive, forward-looking face to outside world
• Courageous decision-making
Disciplined management delivers
• Obsessive focus on the mission
• A feasible plan toward sustainability
• Short-term needs handled with long-term perspective
Institutional marketing delivers
• A clear, mission-focused message that’s descriptive and inspiring
• One solid PR hit every quarter (monthly for larger orgs)
• One spokesperson who controls the media message
Right-sized fundraising delivers
• Gifts that make sense given your organization’s budget and profile
• Grants that support the current mission (vs. create new lines of programming)
• Increased revenue
Again, turnarounds are not miracles. They result from good planning and determined implementation. Further, they take place with energy and speed – no more than three years.
ONEplace@kpl can assist with your turnaround. Email or call today (269-553-7899).
Much of the above is drawn from Michael Kaiser’s excellent book, The Art of the Turnaround. He sets forth ten rules that are clear and practical, and he tells several stories of how he applied those rules to turn around various struggling organizations.
The Art of the Turnaround
Our ONEplace Nonprofit Collection has this great little book: The Five Most Important Questions You Will Ever Ask About Your Organization, by Peter Drucker and others. It’s a quick read that makes a lasting impression. Questions two & three grabbed me: Who is our customer? and What does the customer value? Specific, well-supported answers to these questions could turn your organization around.
Nonprofits have many customers. The authors distinguished between our primary customers (the persons who lives are changed through our work) and our supporting customers (volunteers, members, partners, funders, employees, and others who must be satisfied). Our business is not to casually please everyone but to deeply please our target customers. So, the first job is to clearly define our target customers in great detail. This definition affects everything.
Next, ask What does the customer value? This may be the most important – but least often asked – question. The authors suggest beginning with your assumptions of what you believe your customers value. Next, gather customer input and then compare your assumptions with what the customers actually are saying, find the differences, and go on to assess your results. Do this for both primary and supporting customers.
It takes time and hard work, but it’s worth it. The reward comes in a greater focus on your mission, money-saving operational efficiencies, and greater value delivered to all of your customers.
Peter Drucker’s legacy of leadership development merged with the Frances Hesselbein Leadership Institute. Their mission is to strengthen and inspire the leadership of the social sector. Online at HesselbeinInstitute.org.
The Five Most Important Questions You Will Ever Ask About Your Organization
It is my honor and pleasure to greet you from my new post as director of ONEplace@kpl.
As I begin my tenure, allow me to add my voice to the many that showered gratitude on Bobbe Luce over the past few weeks. Under her leadership, ONEplace@kpl became an indispensible asset to many who serve nonprofits. Supported by a network of consultants, trainers, and others, Bobbe developed an effective mix of classes, webinars, roundtables and other resources that continue to equip nonprofit staff and boards to flourish. So, once again, “Thank you, Bobbe!”
I’ve spent my entire 15 years in Kalamazoo working for nonprofits, most recently with the Kalamazoo Symphony Orchestra. I look forward to working with you in this new capacity. In my spare time, I enjoy reading nonprofit leadership & management books. One of my favorite authors is Jim Collins. His newest release, Great by Choice, addresses the question: why do some companies thrive in uncertainty, even chaos, and others do not?
Using a comparison study method as he did in Good to Great, Collins demonstrates the value of strong values, consistently applied and the importance of a long-term approach to mission-driven work. As he nears the close of the book, he reiterates one of the main lessons from his previous work: “Greatness is not a function of circumstance. Greatness is largely a matter of conscious choice and discipline.”
What conscious choice has your organization made – what is its mission? Do you know it? Does everyone on the staff and board know it? Is it engraved on their hearts?
To succeed in times such as these – indeed, at any time – clarity of mission is the first imperative.
Jim Collins provides a Good to Great Diagnostic Tool that you may use to assess where your organization is on its journey to being great. When there are differences between businesses and nonprofit (social sector) organizations, he points these out. Find the tool at http://www.jimcollins.com/tools/diagnostic-tool.pdf
Great by Choice