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UPI Nonprofit Leadership
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UPI Nonprofit Leadership

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You don't know what you don't know. If we hope to make progress, we have to be open to finding out what we dont' know and doing something about it. …

You don't know what you don't know. If we hope to make progress, we have to be open to finding out what we dont' know and doing something about it.

The interactive presentation is intended to build awareness of capacity building happening in Central Florida among nonprofit agencies and inspire more and better collaboration.

It was presented on March 5th as part of the UCF Center for Public and Nonprofit Management capacity building training through a stimulus grantfrom the Department of Health & Human Services.

Published in: Business, Education

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  • In reality it is a bunch of dots, but together they make up a specific picture. What is the picture you’re trying to make in your organization? So how does all this (your processes), add up to help you accomplish this (your purpose)? Planning is Seeing opportunities and threats as they present themselves Understanding how they impact your organization Making decisions that will help you create a more complete picture Seeing the big picture is what drives teams to integrated performance.
  • Integrate: To make whole by bringing all parts together. To unify. Typically how we describe a team … another example of integration I want you to look, don’t say anything
  • Either you as a leader or your agency may need foundational help to build capacity in: Organizational Development Program Development Collaboration and Community Engagement Leadership Development Evaluation and Effectiveness And you do that so your agency can: Increase its sustainability and effectiveness Enhance its ability to provide social services Create collaborations to better serve those in need
  • How many motivational speakers does it take to change a light bulb? One. But the light bulb has to want to change. Without some level of change, there will be no change in results
  • Why should you change? What motivates you to do better? Why are you doing this in the first place? (15 minutes) 10 minutes: Small groups of three to five participants discuss why they are involved in the nonprofit sector, their unique nonprofit segment, or specific agency. They are asked to specifically tell the others in the group “What motivates them?” and “What is their passion?” 5 minutes: Open discussion of participants offering the words they heard in the small groups.
  • Using this PowerPoint break timer This PowerPoint slide uses images, custom animation, and timing to provide a countdown timer that you can use in any presentation. When you open the template, you’ll notice that the timer is set at 00:00. However, when you start the slide show, the timer will start at the correct time and count down by 1-minute intervals until it gets to 1 minute. At that point, it will count down in two 30-seconds intervals to 00:00. To insert this slide into your presentation Save this template as a presentation (.ppt file) on your computer. Open the presentation that will contain the timer. On the Slides tab, place your insertion point after the slide that will precede the timer. (Make sure you don't select a slide. Your insertion point should be between the slides.) On the Insert menu, click Slides from Files . In the Slide Finder dialog box, click the Find Presentation tab. Click Browse , locate and select the timer presentation, and then click Open . In the Slides from Files dialog box, select the timer slide. Select the Keep source formatting check box. If you do not select this check box, the copied slide will inherit the design of the slide that precedes it in the presentation. Click Insert . Click Close .
  • Why should you change? What motivates you to do better? Why are you doing this in the first place? (15 minutes) 10 minutes: Small groups of three to five participants discuss why they are involved in the nonprofit sector, their unique nonprofit segment, or specific agency. They are asked to specifically tell the others in the group “What motivates them?” and “What is their passion?” 5 minutes: Open discussion of participants offering the words they heard in the small groups.
  • Large group discussion - on things in the environment, success stories, positives outcomes
  • Large group discussion - leadership, right timing, committed donors, clear processes, systems, measurement, etc.
  • Large group discussion – How can these known strengths help address community challenges created by the economic downturn? How do you systematize those things so they occur regularly, not just a fluke? Large group discussion – What role does having a plan, a design, a way to get all the individual things done in a way that benefits the greater good have in leveraging strengths successfully? What benefit does collaboration have on success?
  • Nonprofit management encompasses many aspects including operations, strategic planning, collaboration and strong leadership. Organizational Management is fundamental to creating an environment that supports continuous improvement of individuals and their organizations to better serve their respective communities.
  • Assess the Situation – know where you are and understand the environment Set Direction – Know where you want to be and figure out how to get there Take action – Do the work, check to see how well you are doing, and adjust when “things change” Follow Up – Review final performance, learn from the experience, and make things better for next time Evaluate – Make conscious decisions regarding value, importance, and priority of options Evaluation occurs throughout the entire process It’s about understanding the reasoning behind the decision you make
  • Transcript

    • 1.  
    • 2. It is more blessed to give than to receive. ACTS 20:35 The best and most beautiful things in the world cannot be seen or even touched. They must be felt with the heart. HELEN KELLER To keep a lamp burning, we have to keep putting oil in it. MOTHER TERESA Think of giving not only as a duty but as a privilege. JOHN D. ROCKEFELLER No one is useless in this world who lightens the burdens of another. CHARLES DICKENS Do what you can, with what you have, where you are. THEODORE ROOSEVELT
    • 3. Leadership Development
    • 4.  
    • 5.  
    • 6. Secure and retain employment Earn higher wages Obtain better quality jobs Gain better access to state and federal benefits Gain better access to state and federal tax credits
    • 7. Performance Continuum Random Activity Coordinated Activity Aligned Activity Integrated Activity
    • 8. Sound Easy? Is it Simple?
    • 9. If you don ’ t know where you are going, any road will get you there. Louis Carroll (1832 – 1898)
    • 10. We never have time to plan, but we always have time to do it over
    • 11. There is no silver bullet
    • 12. Organizational Development Program Development Collaboration & Community Engagement Leadership Development Evaluation & Effectiveness Increase sustainability and effectiveness Enhance ability to provide social services Create collaborations to better serve those in need
    • 13. Denhardt, Denhardt and Aristiguerta (2002) Managers Leaders Concerned with mastering routines Concerned with vision and judgment Adopt impersonal or passive attitudes toward goals Active and visionary about the future Excel in problem and work design Seek out opportunities and take risks Work with people in carefully controlled ways Passionate about their work and likely to cause turbulence See themselves as conservators or regulators See themselves as agents of change
    • 14. Sol Lewitt April 2005 Acrylic paint Without some level of change, there will be no change in results No Change No Change
    • 15. What Motivates You?
    • 16.  
    • 17. What Motivates You?
    • 18. What ’ s Going Right?
    • 19. What Makes it Right?
    • 20. How can we apply our strengths elsewhere?
    • 21. Operations Planning Collaboration Leadership
    • 22. Organizational Stages Structure Growth Issues Rewards Control System Leadership Focus Larry Greiner, "Evolution and Revolution as Organizations Grow," Harvard Business Review, July Aug 1972 Line/Staff Crisis of Red Tape Sabbatical Strategic Thinking Watchdog & Strategic Planning Consolidation & Coordination Consolidation Stage 4 Informal Crisis of Leadership Mission & Meaning Results Individualistic Cause Creativity Stage 1 Centralized & Functional Divisions Crisis of Authority Salary & Benefit Increases Performance Standards & Procedures Organization & Direction Efficiency of Operations Organization Stage 2 Decentralized Crisis of Control Titles, Promotions, Local Autonomy Bottom-up Reporting Delegation & Planning Expansion of Services Delegation Stage 3
    • 23. An Overall Planning Process Assess the Situation Set Direction Follow Up Evaluate Take Action Know where you are and understand the situation Know where you want to be and figure out how to get there Do the work, check how well you are doing and be prepared to adjust when things change Review final performance, learn from the experience, and make things better for next time
      • Value
      • Importance
      • Priorities
      Sol Lewitt April 2005 Acrylic paint
    • 24.
      • Which results will I hold myself accountable for?
      • How will I achieve them?
      • What will the results really cost, and how can I fund them?
      • How do I build the plan I need to deliver those results?
      Start by rigorously addressing a few interdependent questions:
    • 25. “ Start where you are, use what you have, do what you can.” Theodore Roosevelt
    • 26. Unleashing Performance, Inc. ™ Helping people close the gap between performance and potential ™ Todd W. Ruopp, Co-Founder 407-401-3938 [email_address] www.unleashingperformance.com © 2009, UNLEASHING PERFORMANCE, INC., ALL RIGHTS RESERVED