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ONEplace

Between reality and illusion

I’m puzzled. As a fan of management and leadership, I like to think that plans and strategies matter. After studying trends and doing analysis, it seems we should have a good read on things and be able to set a course of action that will lead to success. This however is what Daniel Kahneman calls, “the illusion of understanding.”

In his recent book, Thinking, Fast and Slow, he returns time and again to remind us that having a grasp of things is more a security blanket than a reality. Illusions of understanding are comforting and reduce the anxiety surrounding uncertainty. They also feed our need for order and fairness. But they’re not reality. 

Kahneman says, “We all have a need for the reassuring message that actions have appropriate consequences, and that success will reward wisdom and courage. Many business books are tailor-made to satisfy this need.”

He goes on to say that for all our efforts, the data shows that we only do a little better (or sometimes a little worse) than chance.

So, at times, just when I think, “I got it,” I also realize that I don’t “got it.”

Perhaps it’s best to keep one eye on the long-term goal – that point on the horizon – while managing the current situation as it presents itself…without trying to figure it out, or “get it.” I don’t know. I’m still working on this.

Your thoughts?

Best,

Thom


Where work happens

You’re reading this right now. I’m glad. Part of my work is to study, reflect upon our work, find connections and insights, and then share them with you. It’s fun for me. But I’ll let you in on a little secret:

I’m writing at home.

That’s right. What you’re reading now was written over a couple of early mornings in my family room at home. That’s when I write. Why? I find the early morning a time of clarity and creativity. Plus it’s completely uninterrupted time.

Where do you find uninterrupted time?

In 2010, Jason Fried did a TED talk on Why Work Doesn’t Happen at Work. For ten years, he posed a question to business people (both nonprofit and for-profit): Where do you go when you really need to get something done? Answers included “the porch, the deck, the kitchen…the basement, the coffee shop, the library,” or “Well, it doesn’t really matter where I am, as long as it’s really early in the morning or really late at night or on the weekends.”

You almost never hear, “the office.”

(Of course, there are jobs where the work can only be done in the office. Those notwithstanding, it plays on the perception of where we can “get something done.”)

In an attempt to reclaim quality work time at the office, Jason suggests No Talk Thursdays, emailing rather than stopping by another’s office, and eliminating unneeded meetings.

For me, it’s a matter of knowing how I best work and scheduling my week accordingly. Writing in the early morning is fun for me – I like to do it. I also need uninterrupted blocks of time at work, so we schedule those into our workweek. If your calendar is not fully in your control, ask for the time you need or at least understand and explain the time cost of an assigned project or task.

What else would you suggest? How do you manage your time?

Best,

Thom


Just ONEthing - May 2015

Last week, Kevin Brozovich, Founder and Chief People Officer at HRM Innovations, led a Management Track workshop on HR Essentials. During the session, we spent a chunk of time on the hiring process – especially the interview.

A surprising number of interviewers take an unstructured approach to the interview. These commonly begin with light conversation and eventually get into some more formal questions. Kevin noted that, when using this unstructured approach, the interviewer often decides on a candidate within the first few minutes of the interview – the more personal connections with the candidate, the more favorable the impression.

The unstructured approach raises significant concerns. The selection may be based more upon personal affinity rather than qualifications for the job. Plus, it may undermine efforts to build a diverse workforce as we gravitate toward people like us. Even greater concern arises if only one person conducts the interview.

A structured interview (same questions in the same order) offers a more uniform approach to the process, and studies show a much higher validity with a structured interview (0.51 vs. 0.14 with unstructured). Also, conducting an interview with a panel of interviewers improves the quality of the process even more.

For more on HR, read Kevin’s blog.


Spring for a break

This week our county’s public schools enjoy spring break. While the phrase “spring break” conjures up a variety of thoughts and images, it also reminds me of the inherent, indisputable, scientifically-proven need for us to take breaks – to refresh, renew, and revive. So the question (or challenge) for you today is this:

How do you take breaks during your workday?

Whenever I ask that question, I usually get something akin to “I don’t have time to take a break” or “I can’t afford to take a break.” The truth is: you can’t afford NOT to take a break.

An article in The New York Times, a tome in Scientific American and even a post from Fast Company argue for the effectiveness of taking breaks. Support for taking breaks to boost productivity and quality of work is legion. But before you start searching for work-break-best-practices, let me offer this:

Find what works best for you.

Personally, I’m not one to take the 15-minute mid-morning coffee break or even the hour lunch break. What works best for me is a breaks-as-needed approach. I’ll take a minute to shut my eyes and take a few deep breaths. I look out the window and watch the clouds or marvel at the cloudless sky. I take a walk: if inside the library, I’ll take in the wonderful sights within our atrium; if outside, I’ll feel the warmth of the sun or the crispness of the air, and I’ll examine the status of the trees in Bronson Park (no buds yet).

My guiding principle on breaks is to take intentional moments of diverting attention to something other than my To Do list. They take my mind, body, and spirit to another space and I return refreshed.

So, employ healthy practices for yourself and model them for your colleagues. Spring for a break! You can afford it.

Best,

Thom


Doing that thing you do

Last week, several gathered at the Kalamazoo Community Foundation to hear Gloria Johnson-Cusack. She’s Executive Director of Leadership 18, an alliance of CEOs responsible for leading some of the country’s largest and most respected nonprofits. During her time with us, she asked each of us to respond to a rather provocative question:

Why do you do what you do?

It was a good question. It examined your deepest motivation, that thing that gets you up in the morning and drives you to take on the difficult tasks. It grounds you and guides you. It’s your still point, your North Star.

My answer? I’m on a quest. Three years ago, I revisited Jim Collins’ Level 5 Leadership (Good to Great), and since then I’ve wondered how ONEplace could structure a program to develop it.

Level 5 Leadership is defined as a paradoxical blend of intense professional will plus extreme personal humility. While passion often drives will, Collins (and others as well) comes up short as to what develops humility. His best advice is “to begin practicing the other good-to-great disciplines” and Level 5 will come about.

I’m convinced that “leadership development is ultimately personal development” (The Leadership Challenge). It involves building discipline, fortitude, compassion and resilience. It’s not found in a series of workshops, classes or books; rather, it’s a challenging path that travels through forests, rivers, mountains, deserts, and more.

Again, Collins says:

Our research exposed Level 5 as a key component inside the black box of what it takes to shift a company from good to great. Yet inside that black box is another black box – namely, the inner development of a person to Level 5.

Gloria wrapped up the exercise by asking if any of us were surprised by what we heard ourselves say. Personally, it was not so much a moment of surprise as it was a moment of clarity.

What about you: why do you do what you do?

Best,

Thom


Fund marketing

There it was again. Originally, it surprised me…even confused me. My background colored my perception. Today, I’ve seen it so often, it no longer surprises me. And now, I find a reputable post placing it plainly before me.

Fund Marketing strategically merges fundraising and marketing strategies.

Coming from arts marketing, I often experienced marketing as quite distinct from fundraising, focusing on event advertising, subscriptions and ticket sales. Over the past five years or so, I’ve come to see much more overlap in these two areas. So has Gail Perry.

In her recent blog on Fund Marketing, she points out that, thanks to recent marketing research, we know: how to increase response to our newsletters, what type of images work best, and how to shape a call to action. Successful fundraising centers on relationships, and it also includes “a working knowledge of messaging, copyrighting, good design and layout.”

Few areas change as often, or as quickly, as marketing. So as we prepare for our annual Marketing & Communications Series (April 29, May 6 & 13), we’re pulling together the most recent research, practices, and tools to help you with your marketing challenges.

Keeping a sharp, focused, relevant message helps you cut through the noise and clutter to be heard and to motivate response…and, to raise more money!

Best,

Thom


Just ONEthing - Mar 2015

Earlier this month, we explored Donor Retention with Michelle Karpinski (Pretty Lake Camp). During this workshop, we learned about donor-centered recognition.

According to research by Penelope Burk, the essential components of donor-centered recognition include:

  • Prompt, meaningful gift acknowledgement
  • Ability to designate the gift to a program, service or project more narrow in scope than the charity’s overall mandate
  • Measureable results report on the last gift before being asked for another gift

If all three of these essentials are present, donors report that

  • 93% would give again
  • 64% would make larger gifts
  • 74% would continue indefinitely if the essentials continued 

The bottom line was to not over-think the effort but to keep the donor relationship front-and-center while doing the essentials well: timely, genuine, and accurate.


Leading with Intent

Our direct assistance services bring a myriad of issues and concerns through our door. While each appointment paints problems with its own palette of colors and textures, one common thread runs through almost every meeting.

Organizational concerns always involve the Board.

Every business, club, and organization takes its cue from the top. Boards, in partnership with the chief executive, set the tone for the nonprofit organization, affecting its climate, culture, and effectiveness.

Collecting and analyzing data since 1994, BoardSource’s biennial reports provide one of the deepest dives into the state of board leadership and trends. Their January 2015 report, Leading with Intent, surfaces three key findings:

 

  • Getting the people right is fundamental – Boards that aren’t thoughtfully composed relating to skills sets, leadership styles, and diversity of thought and background are less likely to excel.
  • Boards need to get outside their comfort zones – Boards generally do well at compliance and oversight functions, but strategic and external work challenge them.
  • Investments in board development are worth the effort – Building and strengthening a board takes ongoing, intentional effort.

BoardSource, Leading with Intent: A National Index of Nonprofit Board Practices (Washington, D.C.: BoardSource, 2015).

Many executive directors find the amount of time they must spend on board matters surprising. Even though they function as the ED’s superior, boards pose a volunteer management challenge of the highest order.

ONEplace recognizes the need for intentional board development efforts. Our quarterly Board Membership 101 workshop not only provides basic board responsibility training but also serves as a regular reminder for organizations to attend to their own board development. We also stand ready to work with you to develop a focused board recruitment and development plan.

Board service offers individuals unique challenges. It also offers unique opportunities for personal growth and enjoyment. Intentional board development helps your organization strike this balance.

Best,

Thom


Twitter Time at ONEplace

In the spirit of practice what you teach, we’ve taken a deliberate, strategic approach to Twitter. We carefully considered several questions, including:

 

  • What are the benefits of using Twitter relative to other social media platforms?
  • What presence do we want to establish?
  • What’s the best balance of original tweets, retweets, and promotional tweets?
  • Who do we want to follow…and why?

 

Over the past several weeks, we’ve documented our experience online as well as off, and examined how to use Twitter as a metric for larger program goals, and how adding this effort affects our workload and schedules.

We’ve learned a lot. Lolita has been driving the effort and she presents her research, cases from local organizations, experience, and insights in Twitter Time for Kzoo Nonprofits on February 10.

We invite you to attend to learn, share, and see how Twitter may fit into your personal or organizational communications efforts.


Just ONEthing - Feb 2015

In January, several viewed a video by Kerri Karvetsky (Company K Media) on how to Find Your Audience on Social Media

Focusing primarily on Facebook and Twitter, Kerri identified various ways to locate and analyze followers as well as several tools (many free) to help get the most from your social media presence.

She presented several points from the recent Pew Research Internet Project report. Again, focusing on Facebook and Twitter, she highlighted a few important trends.

 

  • Facebook is leveling while other platforms are still growing.
  • Facebook is still highest use, and it’s graying – fastest growing group is 65+ while 30-49 group use is declining
  • Twitter is growing in all age groups, especially in ages 18-29 and 30-49
  • Overall Twitter tends to skews younger and more urban

 

For more information from the report, visit the Pew Research Internet Project website.