The document discusses engaging multiple generations in organizations. It notes the different generational mixes currently in the workforce and common myths. Each generation - Traditionalists, Baby Boomers, Generation X, and Generation Y - have different work styles and motivations. Organizations must address the leadership gap as Baby Boomers retire and leverage the strengths of each generation. Suggested steps include acknowledging each generation's value, recruiting emerging leaders, being flexible, and cross-generational sharing of information.
SMPS TME 2015 Panel Discussion Recap - With the continuing rhetoric about the Millennial generation, it would be easy to think they are some alien life form no one has any idea what to do with. But once you look past the ever popular “us vs. them” frame it becomes obvious that there is no single generation—Traditionalists, Boomers, GenExers or Millennials—that outright owns creativity, leadership, drive, laziness or any other characteristic. Under those conditions, the idea that we are just people interested in contributing in meaningful ways is an epiphany.
IN THIS SUMMARY
A few years ago, Chip Espinoza, Mick Ukleja, and Craig Rusch began to notice a growing frustration among managers and business leaders trying to integrate younger workers into their organizations. Three generations of workers (Builders, Baby Boomers, and Generation X) have been occupying the work force and keeping the status quo for well over a decade. But recently, tension in the workplace has been brewing between the new workers entering the workforce, the Millennials, and the other age groups. Espinoza, Ukleja, and Rusch conducted a two-year study, interviewing hundreds of managers and employees in a variety of work environments. In Managing the Millennials, they illustrate nine points of tension which result from the clashing value systems of the different generations of workers, and nine corresponding competencies required for managers to successfully turn these points of tension into points of connection.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/managing-millennials
Millennials in the Workplace - How to better connect with them in the workplaceXPotential
The Millennials are those born from the early ’80s to the early 2000s.They are both the 20th century’s last generation and its first truly digital one.
This presentation explores the Millennials in the workplace and how employers should connect with them.
SMPS TME 2015 Panel Discussion Recap - With the continuing rhetoric about the Millennial generation, it would be easy to think they are some alien life form no one has any idea what to do with. But once you look past the ever popular “us vs. them” frame it becomes obvious that there is no single generation—Traditionalists, Boomers, GenExers or Millennials—that outright owns creativity, leadership, drive, laziness or any other characteristic. Under those conditions, the idea that we are just people interested in contributing in meaningful ways is an epiphany.
IN THIS SUMMARY
A few years ago, Chip Espinoza, Mick Ukleja, and Craig Rusch began to notice a growing frustration among managers and business leaders trying to integrate younger workers into their organizations. Three generations of workers (Builders, Baby Boomers, and Generation X) have been occupying the work force and keeping the status quo for well over a decade. But recently, tension in the workplace has been brewing between the new workers entering the workforce, the Millennials, and the other age groups. Espinoza, Ukleja, and Rusch conducted a two-year study, interviewing hundreds of managers and employees in a variety of work environments. In Managing the Millennials, they illustrate nine points of tension which result from the clashing value systems of the different generations of workers, and nine corresponding competencies required for managers to successfully turn these points of tension into points of connection.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/managing-millennials
Millennials in the Workplace - How to better connect with them in the workplaceXPotential
The Millennials are those born from the early ’80s to the early 2000s.They are both the 20th century’s last generation and its first truly digital one.
This presentation explores the Millennials in the workplace and how employers should connect with them.
Age and generational differences are another aspect of workplace diversity that has been getting a lot of attention as Millennials enter the workforce. We highlight how to recruit, retain, motivate and lead four distinct generations.
Lead Like Lincoln. A Simple Formula for Training Success - Webinar 02.12.14BizLibrary
If it were easy everyone would do it . . . . How many times have we said or thought that about complicated or compelling achievements? When we think about our organizations, this same adage comes into play in a number of contexts.
Can we simplify things? Can we find a unifying model to help find some sense of order in the chaos and confusion?
We believe the answer is, “Yes.”
If you were one of the millions of people who were enthralled by Daniel Day Lewis’ portrayal of President Lincoln in last year’s movie, “Lincoln,” you might remember an interesting reference to Euclid. In the film, the character was using the reference to Euclid to help simplify a complex social and political concept for his aides.
In this webinar we'll discuss:
A formula based upon Euclid’s First Common Notions which says that if two things are equal to the same thing, then those two things are equal to each other.
How this formula will provide a guide for analyzing the steps and the information you will need to design and implement an employee training program that will meet the needs of both your organization and employees.
www.bizlibrary.com/webinars
Good to Great for Non-Profits: A Unified ModelSteven Koster
Based on "Good to Great" and "Good to Great for Non-Profits" by Jim Collins, this model integrates the separate elements from the books into a single model, particularly for NPOs.
The books have great research and ideas, but are scattered. The ideas have some flow, but are not tied together. This model attempts to tie all the G2G concepts together, with Non-Profit Organizations in mind.
People have a lot to say about Millennials. They're lazy, poor communicators, incapable of independent thought—and let's not forget entitled. In this infographic, we're melting myths about the "special snowflakes" in your office. Guess what? These "negative" traits might not be so bad.
A presentation given on how to move your company/department from good to great. Borrows heavily from the theory of Jim Collins.
If you're looking for great tools to implement Good to Great in your organisation take a look at - http://fiverr.com/expatpat/show-you-great-tools-to-run-your-startup-or-sme
Why Some Companies Make the Leap... and Others Don't is a management book by James C. Collins that aims to describe how companies transition from being average companies to great companies and how companies can fail to make the transition.
The People Side of Innovation
These days, there is much talk about open innovation, business model innovation and innovation culture. These are important topics, but the most significant element to anything related to innovation will always be people.
It is people that make things happen and this is you, your colleagues, your customers and other external partners that you engage with to bring innovation to market.
It is not that long ago that a good innovator was considered to be a good engineer or R&D person. However, things have changed big time over the last 5-7 years as the open innovation and business model innovation movements continue to rise while companies have failed to upgrade their innovation capabilities during the financial crisis.
In this talk, Stefan Lindegaard will explain the consequences of these changes as he looks into the skills and mindset that are required to be a good innovator in this era of “modern innovation,” which is driven more by openness and business models than internal R&D and patents.
The topics include:
• 7 critical personal competencies for innovation success
• an overview of the types of people and functions you need for a strong innovation team
• insights on the key elements for corporate innovation training programs
• a view on why some people kill innovation – and how to deal with them
Lean Scale Up: Lean as a Growth StrategyBusiness901
The Lean Scale-Up ebook has been a handout and lead generator on my website for several years. It was created with the understanding that if you can build a culture of PDCA, a culture of learning, growth becomes part of everyone’s job.
It is this aspect I have always believe that separates good companies from great companies.
Join BoardSource Senior Governance Consultant Emily Davis in a facilitated training to examine the critical elements of governing roles and responsibilities. Defining common language, expectations, and shared accountability around governance best practices will best serve McREL’s mission and future.
Matching McREL’s board members’ passion with the governance essentials will serve to create a strong individual board experience and establish long-term success and sustainability for the board as a whole. Participants will receive templates, checklists and related materials for implementation of knowledge shared during the training.
Learning Outcomes:
- Grasp foundational governing roles and responsibilities.
- Understand hats you wear as a board member and when to wear each one.
- Outline shared leadership activities between board and staff.
- Explore strategies for effective board recruitment and engagement
Board members play an essential role as fundraisers and ambassadors for the PS-S mission. As the biggest champions for the organization they are models for financial support – fostering confidence in other current and potential donors.
Experience how to leverage the board member ambassador role to effectively ensure financial and human resources for PS-S. There is much more to fundraising campaigns than “the ask.” In this session we will explore specific tools and strategies that go beyond an elevator pitch to support specific fundraising campaigns and efforts at PS-S.
The facilitated discussion will provide board and staff with information on:
• The role of the board in fundraising
• Specific tools for ensuring necessary financial and human resources
• Strategies for serving as an ambassador to raise funds
• Shared leadership responsibilities between board and staff
Age and generational differences are another aspect of workplace diversity that has been getting a lot of attention as Millennials enter the workforce. We highlight how to recruit, retain, motivate and lead four distinct generations.
Lead Like Lincoln. A Simple Formula for Training Success - Webinar 02.12.14BizLibrary
If it were easy everyone would do it . . . . How many times have we said or thought that about complicated or compelling achievements? When we think about our organizations, this same adage comes into play in a number of contexts.
Can we simplify things? Can we find a unifying model to help find some sense of order in the chaos and confusion?
We believe the answer is, “Yes.”
If you were one of the millions of people who were enthralled by Daniel Day Lewis’ portrayal of President Lincoln in last year’s movie, “Lincoln,” you might remember an interesting reference to Euclid. In the film, the character was using the reference to Euclid to help simplify a complex social and political concept for his aides.
In this webinar we'll discuss:
A formula based upon Euclid’s First Common Notions which says that if two things are equal to the same thing, then those two things are equal to each other.
How this formula will provide a guide for analyzing the steps and the information you will need to design and implement an employee training program that will meet the needs of both your organization and employees.
www.bizlibrary.com/webinars
Good to Great for Non-Profits: A Unified ModelSteven Koster
Based on "Good to Great" and "Good to Great for Non-Profits" by Jim Collins, this model integrates the separate elements from the books into a single model, particularly for NPOs.
The books have great research and ideas, but are scattered. The ideas have some flow, but are not tied together. This model attempts to tie all the G2G concepts together, with Non-Profit Organizations in mind.
People have a lot to say about Millennials. They're lazy, poor communicators, incapable of independent thought—and let's not forget entitled. In this infographic, we're melting myths about the "special snowflakes" in your office. Guess what? These "negative" traits might not be so bad.
A presentation given on how to move your company/department from good to great. Borrows heavily from the theory of Jim Collins.
If you're looking for great tools to implement Good to Great in your organisation take a look at - http://fiverr.com/expatpat/show-you-great-tools-to-run-your-startup-or-sme
Why Some Companies Make the Leap... and Others Don't is a management book by James C. Collins that aims to describe how companies transition from being average companies to great companies and how companies can fail to make the transition.
The People Side of Innovation
These days, there is much talk about open innovation, business model innovation and innovation culture. These are important topics, but the most significant element to anything related to innovation will always be people.
It is people that make things happen and this is you, your colleagues, your customers and other external partners that you engage with to bring innovation to market.
It is not that long ago that a good innovator was considered to be a good engineer or R&D person. However, things have changed big time over the last 5-7 years as the open innovation and business model innovation movements continue to rise while companies have failed to upgrade their innovation capabilities during the financial crisis.
In this talk, Stefan Lindegaard will explain the consequences of these changes as he looks into the skills and mindset that are required to be a good innovator in this era of “modern innovation,” which is driven more by openness and business models than internal R&D and patents.
The topics include:
• 7 critical personal competencies for innovation success
• an overview of the types of people and functions you need for a strong innovation team
• insights on the key elements for corporate innovation training programs
• a view on why some people kill innovation – and how to deal with them
Lean Scale Up: Lean as a Growth StrategyBusiness901
The Lean Scale-Up ebook has been a handout and lead generator on my website for several years. It was created with the understanding that if you can build a culture of PDCA, a culture of learning, growth becomes part of everyone’s job.
It is this aspect I have always believe that separates good companies from great companies.
Join BoardSource Senior Governance Consultant Emily Davis in a facilitated training to examine the critical elements of governing roles and responsibilities. Defining common language, expectations, and shared accountability around governance best practices will best serve McREL’s mission and future.
Matching McREL’s board members’ passion with the governance essentials will serve to create a strong individual board experience and establish long-term success and sustainability for the board as a whole. Participants will receive templates, checklists and related materials for implementation of knowledge shared during the training.
Learning Outcomes:
- Grasp foundational governing roles and responsibilities.
- Understand hats you wear as a board member and when to wear each one.
- Outline shared leadership activities between board and staff.
- Explore strategies for effective board recruitment and engagement
Board members play an essential role as fundraisers and ambassadors for the PS-S mission. As the biggest champions for the organization they are models for financial support – fostering confidence in other current and potential donors.
Experience how to leverage the board member ambassador role to effectively ensure financial and human resources for PS-S. There is much more to fundraising campaigns than “the ask.” In this session we will explore specific tools and strategies that go beyond an elevator pitch to support specific fundraising campaigns and efforts at PS-S.
The facilitated discussion will provide board and staff with information on:
• The role of the board in fundraising
• Specific tools for ensuring necessary financial and human resources
• Strategies for serving as an ambassador to raise funds
• Shared leadership responsibilities between board and staff
Board members play an essential role as fundraisers and ambassadors for the Swift Youth Foundation mission. As the biggest champions for the organization they are models for financial support – fostering confidence in other current and potential donors.
Experience how to leverage the board member ambassador role to effectively ensure financial and human resources for Swift Youth Foundation. There is much more to fundraising campaigns than “the ask.” In this session we will explore specific tools and strategies that go beyond the elevator pitch to support specific fundraising campaigns and efforts at Swift Youth Foundation.
The facilitated discussion will provide board and staff with information on:
• The role of the board in fundraising
• Specific tools for ensuring necessary financial and human resources
• Strategies for serving as an ambassador to raise funds
• Shared leadership responsibilities between board and staff
Board members play an essential role as fundraisers and ambassadors for their organizational missions. As the biggest champions for the organization, they are models for financial support — fostering confidence in other current and potential donors.
There is much more to fundraising campaigns than “the ask,” however. Join us to learn how to leverage the board member ambassador role to effectively ensure financial resources for your organization. In this session, we will explore specific tools and strategies that go beyond the elevator pitch and raise money.
The webinar will provide participants with information on:
• The fundraising process
• The role of the board in fundraising
• Strategies for serving as an ambassador to raise funds
• Shared leadership responsibilities between board and staff
The Voices Carry Child Advocacy Center’s Board of Directors plays a critical role in nonprofit leadership. Investment in reviewing and refining best practices and innovative strategies will further increase engagement and effectiveness. During the board retreat, board members will discuss and explore:
• Foundational governance roles and responsibilities
• Shared leadership between board and staff
• The role of ambassadorship in ensuring necessary resources
• Recruitment and engagement strategies for success
• Meeting facilitation and committee structure for maximum efficacy
Participants will receive templates, checklists and related materials for implementation of knowledge shared during the retreat. This governance retreat provides a unique and important opportunity for board members’ professional development and investment in Voices Carry Child Advocacy Center’s mission.
One of the challenges in board governance is a strong and strategic recruitment process. How can you find the right board members? How many board members do you really need? What steps do you need to take to find the best board members for your organization? How can you design a process that will foster a more inclusive board culture?
Once you’ve recruited rock star board members learn tips, tricks and tools for engagement and effective communications. Engage in discussion about addressing conflict, effective and accountable meeting facilitation – all strategies to set your board apart from the rest and keep great board members serving your mission.
Best Practices for Developing Your Emerging LeadersBizLibrary
In this webinar, Jeremy Lieb of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
WIFM event session 2 by Veldhoen + Company 17 November 2015Veldhoen + Company
In our second Women in Facility Management (WIFM) session we focused on "How to plant the seed to unlock the value of your real estate" and discussed several ways how we can align HR, IT and the CFO in the process of change.
http://www.veldhoencompany.com/en/
Management and Leadership Skills: Why they are important and how to get them. Presented for Boston University Corporate Education Group by
Jamie Resker
Executive coaching helps in making effective managers stronger. It is observed that various coaching strategies and strengths have helped coaches to produce winning athletes in severe intense situations. There are five keys to success that will not only help coaches but also impact team organizations in a positive manner.
Critical components of nonprofit board governance are determining strategic direction and providing oversight. While strategic planning falls squarely within these responsibilities, is often dreaded and misunderstood by nonprofit boards. With the right process it can actually increase board engagement and even be (dare we say) fun. Your strategic plan is the roadmap for programmatic and financial sustainability; don't take shortcuts that can sabotage your efforts. Go beyond a basic work plan or one-day, self-led retreat and learn the most effective processes and practices for strategic planning success.
Whether you are veteran nonprofit board member or are joining a board as your first governance experience, the essential elements of board governance are critical for healthy leadership. Join nonprofit governance expert, Emily Davis, in a discussion about governance best practices including:
Governing roles and responsibilities.
Various “hats” board members wear and when to wear each one.
Clearer roles, expectations, and commitments of board and staff in organizational leadership.
Strategies for effective recruitment and retention of boards.
Enhancing accountability among board leadership for sustainability.
Matching the passion for a mission with governance essentials will serve you as an individual board member and create engagement within the board.
Nonprofit Governance Practices and Structures that Work: Shared Leadership, O...Emily Davis Consulting
Presented for Nonprofit Day Conference 2019 (Colorado Springs)
During this session, dive deeper into the practices of high performing boards such as constructive partnership, effective committee and organizational structure, and tips for meeting facilitation. Identify specific ways to sharpen the governance tools in your toolbox to make board work more intentional and rewarding.
Your nonprofit Board of Directors plays a critical role in nonprofit leadership and sustainability. Investment in reviewing and refining best practices and innovative strategies will further increase engagement and effectiveness, therefore better serving the organization’s mission. During the board training, board members will discuss and explore:
• Foundational governance roles and responsibilities
• Shared leadership between board and staff
• The role of the board in ensuring necessary financial and human resources (e.g. fundraising and chief executive oversight and support)
• Organizational and board lifecycles
Participants will receive templates, checklists, and resources for implementation following the training. Governance trainings provide a unique and important opportunity for board members’ professional development and investment in the organizational mission.
The array of foundations can be distilled into two categories – operational and grantmaking foundations. Grantmaking foundations, whether private or community, have unique demands on their missions and their boards. Healthy and intentional governance leadership at foundations, like any nonprofit organization, is essential for successful service to the mission.
Whether you are part of a family foundation, a corporate foundation, or your local community foundation, join this webinar to take a closer look at governance essentials for grantmaking foundation boards and learn how to set the board up for success. We will explore key findings from Leading With Intent, BoardSource’s governance index, to identify trends in foundations’ board performance and impact. Combining current trends with established best practices in governance, learn what is needed for your board to thrive.
Whether you are interested in joining a board, you are a first-time board member, or are a veteran board member, ensuring necessary financial resources for nonprofits is critical. There is so much more to the “F” word (fundraising) than asking for money. Join in this online conversation to learn about:
• The role of fundraising in governance excellence
• Board and staff roles in securing revenue
• Strategies for board ambassadors to serve the organization’s mission
• Fundraising policies and practices
Presented as part of the Adobe corporate responsibility program
A critical component of board governance is overseeing the organization and determining its strategic direction. Strategic planning is more than a work plan for the organization. Learn how organizations can benefit from the strategic planning process itself, how to identify the right facilitator, and specific tools for implementation and accountability.
Board members play a critical role in ensuring necessary resources – both human and financial – for any organization, however breaking down exactly what that means is often a mystery. Experience how to leverage the board ambassador role for ensuring financial resources and healthy processes for recruiting and engaging current and prospective board members.
The facilitated discussion will provide board and staff with information on:
• Nonprofit governance roles and responsibilities
• Shared leadership roles between board and staff
• The comparison between corporate and not-for-profit boards
• Strategies for serving as an ambassador to raise funds
• Specific tools for a strong board building cycle
Join this interactive session for the HomeAid Colorado board on best practices and strategies for strengthening current practices and setting the board and the mission up for success.
The power of YNPN is the network of individuals – current chapter members and leaders as well as the alumni. YNPN chapters are always transitioning and can learn a great deal from leveraging the knowledge, experiences, and legacy of alumnus in their community.
Join Emily Davis, chapter leader from YNPN Denver and YNPN San Diego, who will share her experiences and recommendations for alumni engagement. Learn from other chapters and offer successful strategies of engagement.
Understanding shared governance responsibilities of a nonprofit board and executive director can be a tricky balance. The executive director serves as the liaison between the board and staff and the board sets organizational direction, provides oversight, and ensures necessary resources. Dive further into the board’s role and relationship with the executive director to find a successful partnership including:
• Guidelines for and examples of sharing leadership
• Board’s role in supporting and evaluating the executive director
• Keys to a strong board chair and executive director working relationship
Board members play an essential role as fundraisers and ambassadors for their organizational missions. As the biggest champions for the organization, they are models for financial support — fostering confidence in other current and potential donors.
There is much more to fundraising campaigns than “the ask,” however. Join BoardSource to learn how to leverage the board member ambassador role to effectively ensure financial resources for your organization. In this session, we will explore specific tools and strategies that go beyond the elevator pitch and raise money.
The webinar will provide participants with information on
the fundraising process
the role of the board in fundraising
strategies for serving as an ambassador to raise funds
shared leadership responsibilities between board and staff
Serving on a board of directors is a critical element of nonprofit leadership, however most board members do not know how to best fulfill their roles and organizational expectations. Leveraging best practices and innovative strategies can create and support an engaged, effective board. Join us for a discussion on governance best practices that will help you better:
• Grasp governing roles and responsibilities.
• Understand hats you wear as a board member.
• Understand board and committee structures.
• Manage effective meetings and communications.
• Outline recruitment and retention efforts.
Attendees will receive templates, checklists and related materials for implementation of knowledge shared during the workshop. Join in the discussion to learn how to best serve the organizational mission and board expectations.
One of the challenges in board governance is strong recruitment. Join us for this session to learn tips, tricks, and tools for recruiting new board members.
Networking can be an invaluable tool for you personally and for the organization in which you are involved. Capturing the skills needed to engage in effective networking makes all the difference in both gaining desired outcomes while ensuring an enjoyable experience. Join this session to learn about active listening skills, engaging follow up strategies, and concrete places and ways to become a crucial connector.
The use of digital media as a communications and fundraising tool is has become essential for nonprofit organization, but does your organization have a clear understanding and plan of the role online communications plays in raising funds? Learning ways to leverage multichannel communications for your cultivation and stewardship strategies will benefit your bottom line and better serve your mission.
• Understand the strategic role online communications plays in fund development. Investigate options for using digital media as a fundraising tool.
• Learn the role of social media in the fundraising process.
Develop online engagement strategies for organizational staff, board members, volunteers and current donors.
Board members play an essential role as fundraisers and ambassadors for the FCMOD mission. As the biggest champions for the organization they are models for financial support – fostering confidence in other current and potential donors.
Experience how to leverage the board member ambassador role to effectively ensure financial and human resources for FCMOD. There is much more to fundraising campaigns than “the ask.” In this session we will explore specific tools and strategies that go beyond the elevator pitch to support specific fundraising campaigns and efforts at FCMOD.
The facilitated discussion will provide board and staff with information on:
• The role of the board in fundraising
• Specific tools for ensuring necessary financial and human resources
• Strategies for serving as an ambassador to raise funds
• Shared leadership responsibilities between board and staff
Presented for Volunteers for Outdoor Colorado
For the first time in history, there are four generations in philanthropy: Traditionalists, Baby Boomers, Gen X and Gen Y (Millenials)… and coming soon Gen Z! Although each generation is philanthropic, they have individual preferences for how they are engaged by nonprofits. This session will uncover ways to create lifetime givers by reaching out to the younger generations (under age 40) now as well as define the key characteristics of the four currents generations and their habits for charitable giving. VOC board members will learn strategic entry points to successfully engage these younger generations in philanthropy, both as donors and in the multigenerational development office. Ultimately, today’s annual donors are tomorrow’s major donors; cultivate them today.
Learning Objectives:
• Find out how and where to find and cultivate young philanthropists
• Identify myths and realities of multigenerational philanthropy
• Learn what VOC needs to be aware of to manage a multi-generational development office.
Participants will receive templates, checklists and related materials for implementation of knowledge shared during the session.
Robert’s Rules of Order. Shared leadership. Rotating roles. Consent agendas. Mission moments. What are the best ways to run more democratic meetings? Spending your and your board’s time reporting out for hours and learning parliamentary procedures is no way to spend a rewarding and engaging meeting. Attend this session and learn about the tips, tricks, and tools for facilitating effective board meetings that will help board members actually look forward to attending!
This fundraising webinar will help you feel more at ease with this daunting duty by discussion topics such as:
- the truth about fundraising
- sources of support
- principles of giving
- motivations for giving
- the fundraising cycle
- the board's role in fundraising
- the staff's role in fundraising
- individual members' roles in fundraising
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
7. Traditionalists
7
Catalyst for npos
Top down
management
Respect for authority
Separate home & work
Conformist
Value of work vs.
personal meaning
Hardworking, loyal,
thrifty,
AHMI January 5, 2011
8. Boomers
8
Formalized sector
Appreciate hierarchy &
inclusion
All about respect
Self-improvement
Strong work ethic
Optimistic & idealistic
Desire flexibility
Workaholic
Appreciate recognition
AHMI January 5, 2011
10. Millennials Work Style
10
Digital natives
Independent but
interactive
Questions the status quo
Desire mutual respect
Celebrate diversity
Express to express -- not
impress
Acknowledgement for
being her
Civically-minded
AHMI January 5, 2011
11. What Tenured Professionals Want
11
Next Gen Training
Acknowledgment
Engagement
Respect for legacy
Dialogue
AHMI January 5, 2011
12. What the Next Gen Wants
12
Advice
Acknowledgment
Shared ownership
Opportunity to lead
Flexibility
Sector history
AHMI January 5, 2011
13. How has this affected nonprofits?
13
Work ethic
Time management
Communication
Retention
Priorities
Respect
Trainings
Entitlement
AHMI January 5, 2011
14. Where are we similar*?
14
We receive great reward
For our work
From our teams
Common belief that we are
contributing to society and
our current jobs
Satisfaction from our
professional
accomplishments
We have
We want
Dedication to the sector
AHMI January 5, 2011
A desire to learn
A desire to be
acknowledged
A desire to be rewarded
To be trusted, valued and
respected
To succeed
16. Defining the Leadership Gap
16
The period of time when executive Boomers are
preparing to leave their leadership roles to when new
leadership is installed.
Describes not only temporal gaps, but perceptual
gaps in what well-qualified leaders look like.
The lack of communication, preparation, and
support available among multiple generations of
leaders.
AHMI January 5, 2011
17. Defining the Problems*
17
Replacement Theory
Staying On Top
Redefining the Position
Recognition Problem
New Structures and Practices
*Working Across Generations, 2009
AHMI January 5, 2011
18. Replacement Theory
18
Not enough people to fill leadership gaps so we need
to develop a pipeline.
Not very motivating or innovative
Solution: If we recruit and train enough people we
won’t have a problem. Develop a pipeline.
Target MBAs
Recruit into the sector
AHMI January 5, 2011
19. Staying On Top
19
Current EDs stay in charge and there is little to no
room for the next generation to lead and redefine the
sector.
Parallel activities will exist where Boomer-led orgs
will continue as usual and the next gen will start new
orgs.
Solution: Find ways to integrate these new ideas into
the sector. Shift Boomer leadership roles in the
sector.
AHMI January 5, 2011
20. Redefining the Position
20
The traditional idea of the Executive Director is no
longer appealing or effective.
Solution: Look to new models of leadership that
distributes the responsibilities of the ED.
Examples:
Co-directors
Flattened hierarchy
Team approaches
Coaching
AHMI January 5, 2011
21. Recognition Problem
21
There is a generation ready to step up to the plate
that feels invisible to the current leadership.
Solutions:
To recruit, look in your own back yard
Acknowledge current contributions of next gen leaders
Shift mental models – diversity, mentorship
AHMI January 5, 2011
22. New Structures and Practices
22
Current organizational structures are outdated.
Solution: Evaluate current models and redefine
structures
Outcomes:
Innovative, flexible, and fun orgs
Advance the sector
Support current staff
Attract and build the next generation of leadership
AHMI January 5, 2011
24. Top 10 Ways to Leverage the Generations
24
1.
2.
3.
4.
5.
Acknowledge each generation’s value
Recruit more emerging leaders into leadership
roles
Encourage work/life balance – be flexible
Invest in diverse strategy development process
Overhaul in performance appraisal system
AHMI January 5, 2011
25. Top 10 Ways to Leverage the Generations
25
6. Create internships/mentorships
7. Invest in professional development
8. Make it possible to hand over
leadership/succession planning
9. Be flexible and innovative
10. Create opportunities to share information cross
generationally
AHMI January 5, 2011
26. Websites and Blog Resources
26
Websites/Orgs
Blogs
Building Movement Project
Young Nonprofit
Rosetta Thurman
Professionals Network
(YNPN)
Emerging Practitioners in
Philanthropy
CompassPoint
The Chronicle of Philanthropy
Nonprofit Workforce
Coalition
Bridgespan Group
AHMI January 5, 2011
New Voices in
Philanthropy
Nonprofit Consulting
Café (San Diego)
Nonprofit Leadership
601 (San Diego)
27. Publications and Articles
27
Working Across Generations
Work With Me: Intergenerational Conversations for
Nonprofit Leadership (workbook)
Ready to Lead? Next Generation Leaders Speak Out
Stepping Up or Stepping Out
Daring to Lead
Next Generation and Governance
Executive Transition in San Diego’s Nonprofit Sector
AHMI January 5, 2011
28. Next Gen Philanthropy Resources
28
21/64: www.2164.net
Resource Generation: www.resourcegeneration.org
Millenial Donors: A Study of Millenial Giving and
Engagement Habits
The Next Generation of American Giving
Creating Change Through Family Philanthropy
Passing the Torch: Attracting and Cultivating the
Next Generation of Philanthropist
Trading Power
Legacy & Innovation
AHMI January 5, 2011
30. THANK YOU
30
Emily Davis, MNM
www.edaconsulting.org
emily@edaconsulting.org
(303) 652-7536
www.edaconsultingcafe.blogspot.com
Twitter: @edaconsulting
www.Facebook.com/EDAConsulting
AHMI January 5, 2011
Editor's Notes
Small group: What experiences influenced and informed you as you grew up? Break up based on tables.
What has influenced these generations?
We are influenced in these generations by key activities/shared reference points – world wars, 9/11, women’s movement
Boomers: Martin Luther king, Jr., Gloria Steinam, The Beatles, tv, vietnam war protests
Gen X: Bill Gates, internet, Rodney King, Berlin Wall, Apartheid, Madonna, children of divorced parents, Seinfeld, Friends
Gen Y: 9/11, Facebook, ipods, American idol
Millenials are going to be second in size to Boomers – could rival the size depending where we call the end of the generation
On the left: total US population by generation
On the right:
From Catalyst.org
Emily’s comments – catalyst…, management style
MOTIVATIONS: Leaving a legacy; Security defined as safety, money; Loyalty; Their health; God, duty and country; Education; Being useful; Pride; Fear
MARKETING - THINK: Conservative imagery; Legacy; Family; Healthy couples; Won’t spend a lot; Well-known brands
Caption from 2008 stat
Emily – appreciate hierarchy and inclusion; want to be recognized for their contributions to the sector both in the past and NOW. Want to be asked questions about their work in the sector, want the next generation to learn from them
INFLUENCERS: Martin Luther king, Jr., Gloria Steinam, The Beatles, tv, vietnam war protests
Build the infrastructure of the nonprofit sector – learning by doing, improvisation – hasn’t helped with transferring the knowledge and skills of the sector. Can be resentment from these folks who have worked SO hard for the sector and see the younger generations doing things in a more sustainable way.
MOTIVATIONS: Money; Status; Toys; Fear of failure; Guilt; Transformation; Making a Difference; Accomplishments; Being best in class; Having choices; Sharing shows up as teamwork; Respect; Service; Process
MESSAGING: Work hard and deserve it; Keeping up with the Jones’; Didn’t get it as a kid so I am taking care of myself; Living the good life defined by materialism
IMAGERY: Healthy
Self-reliant: bend rules if they need to
Striving for work life balance
Lives for today
Distrust of corporate america
The boomers are a hard act to follow,
More self reliant – like to solve own problems
Quick fix – sound-byte processing and instant gratification
Collaborative and independent – they work well independently, but also on teams
You will find more movement between jobs with this group
Direct communicators – don’t want to read between the lines. Just tell me what you want to say.
Financially-motivated – huge amounts of debt from school loans, housing, etc.
MOTIVATIONS: Money; Balancing work and home/family; Results; Efficiency; Money; Challenge; Flexibility; Healthy lifestyle; Hybrids – making things their own
MESSAGING: Straight talk; Get to the benefit or result; No B.S or unsubstantiated claims; Informal; Reduce sexism; Increase Environmentally friendly verbiage; Humor; Thought provoking comments
IMAGERY– Inclusive
Digital natives/Civic minded- think globally because they have more global community access than any other generation. Use their practical know-how to make an impact
Independent but interactive – collaborative as well as independent.
Multi-taskers, want customization
MOTIVATIONS: Relationships; Varied experiences; Celebrity; Feedback; Mutual respect; Happiness; Materialism; Cause; Creativity; Community; Environment; Money; Having experiences
MESSAGING: Green and NOT green washing; Sexy
IMAGERY: Multiracial imagery
Advice from the older generations that will inform their leadership
Acknowledgement: commitment to the sector, new leadership ideas, structures and vision for the sector.
Shared ownership of the sector
Flexibility from older generations about new leadership qualities and management styles
The real stories behind organizations and the sector – the good, the bad, and the ugly.
Challenges: long hours make it difficult to have a life outside of work, going back to school, change jobs, look at different interests, have families; more plugged in than previous generations
Reasons for working for an NPO:
Enjoy giving back to the community - 82%
Personal sense of satisfaction - 81.5%)
Positive work environment - 58.3%
Professional challenges - 57.2%
Co-workers - 56%
Working with clients: 42.7%
Encouraging and supportive leadership: 40%
Professional development opportunities: 37%
Other: 3.4%
Financial compensation: 2.8%
Sherri to look for emerging leader corporate stats
How have generational differences affected your organization?
*CCL Emerging Leaders Research by Ross DePinto, 2003
According to a 2004 Annie E. Casey Foundation survey, “more than 2,200 nonprofit organizations found that 65 percent of respondents expected to go through a leadership transition by 2009, while just 57 percent had experienced a transition during the past 10 years (2005, p.2).”
In 2006 in San Diego, 68% of the nonprofit leaders expected to leave within 5 years. (Executive Transition in San Diego’s Nonprofit Sector)
In 2006, report indicated that there would be 640,000 vacant senior management positions in the nonprofit sector in next 10 years (the Leadership Deficit)
45% of respondents in a YNPN report stated that they will leave the nonprofit sector. Why? (Stepping Up or Stepping Out)
Originally thought there was one specific problem to be solved, but that is not the case. There are multiple leadership problems to be addressed for the future of nonprofits
Multilayered issues related to leadership.
This is the most common identification of the problem, but there are issues wit
More attractive to new leaders
Be flexible about what the image of leadership is
Despite the outward promotion of hiring people of color only 17% of exec dir are people of color and yet we know the US population is becoming more diverse. We need to reflect that diversity in our leadership.
Boomer leaders are really busy and often don’t know how to develop the next generation of leaders
Hierarchal organizations that were created in the 60s and 70s – popular business model that eventually became bureaucratic
Little support from funders or boards to make change that would make decision-making and process more appealing.
Small group question: Now that you know what you know about the generations, where do you see the opportunities?
Sherri to start and we’ll switch off. Sherri – odd; Emily - even
Mentorship – define the relationship, clarify expectations, pay attention to race and ethnicity, teach older leaders (older mentors may not automatically know how to mentor)