HR Webinar: Don’t Be a Bad Boss: Reframe Your Leadership Mindset & Build a Wi...Ascentis
Imagine you’ve been tapped to lead a new project, initiative, or organizational change. You will need to lead others throughout this assignment. What does effective leadership look like in this situation? When the pressure is on, and your reputation is on the line, what are you going to do to get results?
Historically, success for leaders in this situation has focused on strategies like taking orders, getting the best talent, and then telling that talent what to do. More and more, this traditional form of leadership isn’t fast enough to keep up with the rate of turnover and the evolution of tools and skills available to achieve results. Success in our emerging business environment will require a different leadership mindset.
“A lot of people have gone further than they thought they could, because someone else thought they could.”
- Zig Ziglar, author
This primer is for those who are keen to mentor others.
HR Webinar: Don’t Be a Bad Boss: Reframe Your Leadership Mindset & Build a Wi...Ascentis
Imagine you’ve been tapped to lead a new project, initiative, or organizational change. You will need to lead others throughout this assignment. What does effective leadership look like in this situation? When the pressure is on, and your reputation is on the line, what are you going to do to get results?
Historically, success for leaders in this situation has focused on strategies like taking orders, getting the best talent, and then telling that talent what to do. More and more, this traditional form of leadership isn’t fast enough to keep up with the rate of turnover and the evolution of tools and skills available to achieve results. Success in our emerging business environment will require a different leadership mindset.
“A lot of people have gone further than they thought they could, because someone else thought they could.”
- Zig Ziglar, author
This primer is for those who are keen to mentor others.
For young professionals, having a mentor is often encouraged and touted; however, knowing how to find and effectively engage in such relationships is not necessarily easy or intuitive. This panel draws on primary and secondary research funded by the Plank Center for Leadership in Public Relations, the expertise of an employee engagement expert, and a public relations professional with experience in both corporate and agency settings to help attendees better understand and navigate mentoring relationships. Panelists will share both personal experiences and research insights derived from a survey of more than 400 millennial PR professionals; interviews with 50+ PR professionals and students across five countries; and a review of nearly 200 mentoring studies and articles. Specific topics include best organizational and interpersonal mentoring practices, mentoring’s role in growing diverse organizations and mentoring’s connection to leadership development.
By the end of this session, participants will be able to:
• Define what research tells us about mentorship’s value to PR practitioners in both the U.S. and abroad, and its link to PR leadership.
• Reflect on the different kinds of mentors (personal, academic, professional) and will learn about the importance of mentorship in growing diverse, inclusive workplaces.
• Analyze the 10 best organizational and interpersonal mentoring practices and will receive practical tips and advice for building and fostering them.
Features public relations professionals:
- Keith Burton, principle, Grayson Emmett Partners
- Dr. Diana Martinelli, professor and administrator, West Virginia University
- Alicia Thompson, managing director, Porter Novelli
HR Webinar: Five Action Steps to a Better, More Positive Work CultureAscentis
Happy and engaged employees are committed to and passionate about the work they do, resulting in better performance and lower turnover. Yet many companies fail to realize a positive healthy workplace culture. Why? Because it seems elusive, hard to measure, and hard to prove ROI. It’s also hard to address a negative culture where incivility or bullying may thrive because your organization may not have guidelines for addressing these behaviors and managers probably aren’t trained to step in.
This presentation changes all that. Attend and learn the real, tangible, and actionable steps to building a better workplace culture, using Civility Partners’ proven method for positive culture change.
How-to guide on attracting and recruiting diverse talentHarvey Nash Plc
The first ‘how-to’ guide of a three-part series from Inclusion 360, focused on inclusive recruitment strategies and how to attract more diversity through the recruitment process. The guide combines insights from the Harvey Nash Leadership Consulting team and experiences of over 100 employers who attended Harvey Nash workshops across the UK.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
This Webinar presentation was held on Tuesday, September 28, 2010, as part of the free monthly Webinar series from Friends for Youth's Mentoring Institute.
Youth mentoring is on the rise - again. More agencies are beginning mentoring programs as a component within other youth services and many existing programs are looking to refine their process. There are many excellent models and guidelines to help, including the Elements of Effective Practice from MENTOR and Foundations of Successful Mentoring from the National Mentoring Center.
Successful Youth Mentoring Practices: Considerations and Guidelines will review important youth mentoring programming basics, including California’s 10 Quality Assurance Standards, research and theoretical frameworks, and practical implementation ideas.
Mentoring is very important aspect in organization management for proper grooming, growth and development of new entrant in an organization.This presentation will introduce u about the various aspects,method ad straties of mentoring.
Executive Administrative Professional Skills OverviewMeryl Runion Rose
See if any of these questions apply to you. This is a preview for the Administrative Professional Online Training Camp. I'll be touching on these point in a free webinar on Wednesday October 17th at 11:15 MDT. (That's 1:15 Eastern Time.) You can register for that at www.speakstrong.com/webinars
Mentors and Role Models - Best Practices in Many Cultures - Voices 2015Deanna Kosaraju
Mentors and Role Models - Best Practices in Many Cultures
Katy Dickinson, Founder, Mentoring Standard
Voices 2015 www.globaltechwomen.com
Wed March 11 8:30 PST
Wed March 11 11:30 EST
Wed March 11 15:30 UTC
Wed March 11 21:00 IST
Thu March 12 2:30 Sydney
Session Length: 1 Hour
Mentoring is a professional methodology with remarkably good payback. This talk will present how mentors, mentees, and their home organizations can make the most of this best practice, including how to start up and measure a mentoring program. Examples will come from successful corporate, governmental, and school-based mentoring programs in Brazil, China, India, the USA, Europe, Africa, and the Middle East. Program success in one Engineering company was measured at over 1,000% return on investment (ROI) with more than twice the normal promotions, 93% satisfaction, 88% mentors working remotely from mentees in 30 global sites, and 70% executive mentors. Many of the stories will come from the U.S. State Department's TechWomen mentoring program for STEM professional women. Since 2011, 250 mentors from 89 Silicon Valley companies have hosted TechWomen Emerging Leaders from the Middle East and Africa who then return to their home countries to be mentors and role models for girls and young women. Illustrations for the talk will come from sources including the "Notable Women in Computing Card Deck" Kickstarter project and the "TechWomen Emerging Leaders from the Middle East and Africa" project.
About Katy: Katy Dickinson designs and manages successful mentoring programs in the Americas, Africa, the Middle East, Europe, and Asia. She has held senior executive roles at Everwise, People to People, MentorCloud, Huawei, and Sun Microsystems. At Sun, she created and managed the global Engineering mentoring programs for ten years, after creating and managing the Sun Labs archiving system, the Software development life cycle process, and other large corporate infrastructure.
Katy Dickinson was the Process Architect for the first class of the U.S. State Department’s TechWomen mentoring program for the Middle East and Africa. She is an Accredited Mentor, University of the South - School of Theology, Education for Ministry program. Member of the Anita Borg Institute Advisory Board. Lecturer for the University of California at Berkeley Engineering class on entrepreneurship. Katy Dickinson was graduated from the University of California at Berkeley with high honors and distinction. She is an author, speaker, and popular blogger.
For young professionals, having a mentor is often encouraged and touted; however, knowing how to find and effectively engage in such relationships is not necessarily easy or intuitive. This panel draws on primary and secondary research funded by the Plank Center for Leadership in Public Relations, the expertise of an employee engagement expert, and a public relations professional with experience in both corporate and agency settings to help attendees better understand and navigate mentoring relationships. Panelists will share both personal experiences and research insights derived from a survey of more than 400 millennial PR professionals; interviews with 50+ PR professionals and students across five countries; and a review of nearly 200 mentoring studies and articles. Specific topics include best organizational and interpersonal mentoring practices, mentoring’s role in growing diverse organizations and mentoring’s connection to leadership development.
By the end of this session, participants will be able to:
• Define what research tells us about mentorship’s value to PR practitioners in both the U.S. and abroad, and its link to PR leadership.
• Reflect on the different kinds of mentors (personal, academic, professional) and will learn about the importance of mentorship in growing diverse, inclusive workplaces.
• Analyze the 10 best organizational and interpersonal mentoring practices and will receive practical tips and advice for building and fostering them.
Features public relations professionals:
- Keith Burton, principle, Grayson Emmett Partners
- Dr. Diana Martinelli, professor and administrator, West Virginia University
- Alicia Thompson, managing director, Porter Novelli
HR Webinar: Five Action Steps to a Better, More Positive Work CultureAscentis
Happy and engaged employees are committed to and passionate about the work they do, resulting in better performance and lower turnover. Yet many companies fail to realize a positive healthy workplace culture. Why? Because it seems elusive, hard to measure, and hard to prove ROI. It’s also hard to address a negative culture where incivility or bullying may thrive because your organization may not have guidelines for addressing these behaviors and managers probably aren’t trained to step in.
This presentation changes all that. Attend and learn the real, tangible, and actionable steps to building a better workplace culture, using Civility Partners’ proven method for positive culture change.
How-to guide on attracting and recruiting diverse talentHarvey Nash Plc
The first ‘how-to’ guide of a three-part series from Inclusion 360, focused on inclusive recruitment strategies and how to attract more diversity through the recruitment process. The guide combines insights from the Harvey Nash Leadership Consulting team and experiences of over 100 employers who attended Harvey Nash workshops across the UK.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
This Webinar presentation was held on Tuesday, September 28, 2010, as part of the free monthly Webinar series from Friends for Youth's Mentoring Institute.
Youth mentoring is on the rise - again. More agencies are beginning mentoring programs as a component within other youth services and many existing programs are looking to refine their process. There are many excellent models and guidelines to help, including the Elements of Effective Practice from MENTOR and Foundations of Successful Mentoring from the National Mentoring Center.
Successful Youth Mentoring Practices: Considerations and Guidelines will review important youth mentoring programming basics, including California’s 10 Quality Assurance Standards, research and theoretical frameworks, and practical implementation ideas.
Mentoring is very important aspect in organization management for proper grooming, growth and development of new entrant in an organization.This presentation will introduce u about the various aspects,method ad straties of mentoring.
Executive Administrative Professional Skills OverviewMeryl Runion Rose
See if any of these questions apply to you. This is a preview for the Administrative Professional Online Training Camp. I'll be touching on these point in a free webinar on Wednesday October 17th at 11:15 MDT. (That's 1:15 Eastern Time.) You can register for that at www.speakstrong.com/webinars
Mentors and Role Models - Best Practices in Many Cultures - Voices 2015Deanna Kosaraju
Mentors and Role Models - Best Practices in Many Cultures
Katy Dickinson, Founder, Mentoring Standard
Voices 2015 www.globaltechwomen.com
Wed March 11 8:30 PST
Wed March 11 11:30 EST
Wed March 11 15:30 UTC
Wed March 11 21:00 IST
Thu March 12 2:30 Sydney
Session Length: 1 Hour
Mentoring is a professional methodology with remarkably good payback. This talk will present how mentors, mentees, and their home organizations can make the most of this best practice, including how to start up and measure a mentoring program. Examples will come from successful corporate, governmental, and school-based mentoring programs in Brazil, China, India, the USA, Europe, Africa, and the Middle East. Program success in one Engineering company was measured at over 1,000% return on investment (ROI) with more than twice the normal promotions, 93% satisfaction, 88% mentors working remotely from mentees in 30 global sites, and 70% executive mentors. Many of the stories will come from the U.S. State Department's TechWomen mentoring program for STEM professional women. Since 2011, 250 mentors from 89 Silicon Valley companies have hosted TechWomen Emerging Leaders from the Middle East and Africa who then return to their home countries to be mentors and role models for girls and young women. Illustrations for the talk will come from sources including the "Notable Women in Computing Card Deck" Kickstarter project and the "TechWomen Emerging Leaders from the Middle East and Africa" project.
About Katy: Katy Dickinson designs and manages successful mentoring programs in the Americas, Africa, the Middle East, Europe, and Asia. She has held senior executive roles at Everwise, People to People, MentorCloud, Huawei, and Sun Microsystems. At Sun, she created and managed the global Engineering mentoring programs for ten years, after creating and managing the Sun Labs archiving system, the Software development life cycle process, and other large corporate infrastructure.
Katy Dickinson was the Process Architect for the first class of the U.S. State Department’s TechWomen mentoring program for the Middle East and Africa. She is an Accredited Mentor, University of the South - School of Theology, Education for Ministry program. Member of the Anita Borg Institute Advisory Board. Lecturer for the University of California at Berkeley Engineering class on entrepreneurship. Katy Dickinson was graduated from the University of California at Berkeley with high honors and distinction. She is an author, speaker, and popular blogger.
Leadership Accelerator: Unleashing Potential in Younger Employees.pptxDennis Van Aelst
We recognize that our young professionals possess immense talent, fresh perspectives, and boundless energy. We believe in their potential to become the next generation of exceptional leaders. That's why we have developed this transformative program designed specifically to harness and amplify their abilities.
Intergenerational Knowledge Transfer Succession Planningbeyondrewards
Over the past 5 years we have heard predictions of an impending worker shortage due to the retirement of the baby boomers. Predictions are that the retirement of baby boomers will create a drain in knowledge, experience and leadership in our workforce. With the recent downturn in the economy, most organizations did not focus on this trend. However, now that we appear to be in an economic recovery the discussion is back on the table with greater intensity. But did anyone actually speak to the boomers or is this just a prediction?
Leading with heart requires us to look within ourselves to learn how to create a culture in our program where all staff feels valued, respected, and celebrated. Administrators will break down and assess how to set clear standards, set an example for the team, and ultimately create a culture of retention and motivation.
The first webinar in See3's diversity series discusses how to create inclusion strategies within your organization. Joined by Desiree Adaway of The Adaway Group.
These slides compliment the webinar titled "People Culture - Whats it all about" presented by Paul Addy from Positive People HR.
Withing the webinar, Paul explores:
* What company culture is and how to better define it
* Articulating what the drivers of an engaged team are
* Some of the tools available to measure your employee engagement and your people culture
To listen to the full webinar recording, please visit http://shorebird-rpo.com/free-webinars/item/people-culture-whats-it-all-about
Developing your Internal Communications Strategyrozhendley
A definitive guide on how to develop your internal communications strategy. Includes a blueprint, step by step process, top tips and tools to help your develop your internal communications strategy which aligns with business goals.
Similar to Human Resources: Insights from the Field (Jeff Kiely) (20)
Even though the mid-term elections are in the rearview and the 2024 elections already in motion, Congress has a full agenda over the coming months. During this session, learn about the latest development impacting the federal agencies that you work with on a daily basis.
Plenary - Stars of the Southwest: Lifting Regional Economiesnado-web
Each year, the SWREDA Board of Directors selects five Star of the Southwest Awardees—one from each state—to showcase their positive impact on a community’s or region’s economic vitality. Learn about the projects, including funding, partnerships, impact, and future plans during this session.
Affordable and Accessible Housing: Imperative for Strong Economies nado-web
Accessible and affordable housing for existing and prospective workforce housing is a challenge nationwide. Lack of housing presents challenges to communities and regions that are hoping to attract new businesses and industries, not to mention meeting the needs of current residents. During this session you will learn about successful approaches to creating housing opportunities from across the Austin region.
West Texas Aerospace and Defense Manufacturing Coalitionnado-web
West Texas Aerospace and Defense Manufacturing Coalition: Susannah Byrd, Director, Economic Development and Workforce Excellence Division, University of Texas at El Paso, El Paso, TX
Tulsa Regional Advanced Mobility (TRAM) Corridor: Jennifer Hankins, Chief of Strategic Partnerships, Tulsa Innovation Labs, Indian Nations Council of Governments, Tulsa, OK
Northern New Mexico Workforce Integration Network (WIN)nado-web
Northern New Mexico Workforce Integration Network (WIN): Monica Abeita, Executive Director, North Central New Mexico Economic Development District, Santa Fe, NM
Maggie Belanger, Assistant Director and Technical Assistance to Brownfields Regional Manager, Kansas State University, KS
Kate Lucas, AICP, Planner, Adaapta and KSU TAB Partner, Denver, CO
Christina Wilson, Acting Branch Manager, US Environmental Protection Agency, Region 8, Denver, CO
Scott Hobson, Acting Director of Planning and Community Development, City of Pueblo, CO
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Many ways to support street children.pptxSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
What is the point of small housing associations.pptx
Human Resources: Insights from the Field (Jeff Kiely)
1. Insights from the Field:
Leadership & Human Resource Challenges
SWREDA Conference 2019 -- Santa Fe, New Mexico
by
Jeff Kiely
jkiely1995@gmail.com
Immediate Past Executive Director
Northwest New Mexico Council of Governments
Gallup, New Mexico
2. Jeff’s Quick Bio
RDO Experience
29 years with a regional development organization: Northwest New Mexico Council of Governments, headquarters in Gallup, NM
20 years as Deputy Director
9 years as Executive Director
29 years with NADO
13 years on the NADO Board; 5 years as an Officer
President in 2015-16
29 years with NewMARC
“x” years with SWREDA since inception
Early Background
8 years program development, grantsmanship and executive leadership in Education & Community Development on the Navajo
Reservation
2 years as a Teacher in Tanzania, East Africa
Bachelor’s from Prescott College, 1973; Master’s in Higher & Adult Education, Arizona State University, 1976
Family:
Married to Helen, Navajo educator
Son Sean (wife Noelle) & granddaughter Stormy
Daughter Philana (husband Nick) & grandson River
3. Human Resources as our #1 Asset
Selection
TALENT
KNOWLEDGE
MOTIVATION
WORK ETHIC
CHARACTER
Development
SKILLS & TOOLS
COMMUNICATIONS
COLLABORATION
HABITS
EXPERIENCE
Sustainable Human Asset
PRODUCTIVITY
CUSTOMER SERVICE
COMMITMENT TO QUALITY
TEAMWORK
INNOVATION
4. Human Resource Development
Acquiring, Protecting & Polishing the Asset/1
• Selecting
How do you know you’ve got the “right fit”? What do you place the highest
priority on? How do you find out, and how do you know when you’ve got it?
• Academic qualifications?
• Diversity or depth of experience?
• Social & cultural competency? Get along with others? Teamwork?
• Personality? Maturity? Self-direction? Adaptability?
• Work ethic? Public service motivation? Passion for the work? Follow-through?
• Technical skills? Writing skills? Presentation skills?
• Aptitude: Savvy? First-bounce quickness? Instinct? Problem-solving?
5. Human Resource Development (continued):
Acquiring, Protecting & Polishing the Asset/2
• Onboarding
How do you welcome, orient and integrate new personnel into the organization?
• Purpose: What’s our mission? Our values? Our priorities? Why do we exist? Who created
us? What are we known for? What’s our reputation? What have we done?
• People:
• Who are we? Who are the staff? Board? Stakeholders? Customers? Investors/Funders?
• What’s our organizational structure? What are the roles & responsibilities of all the key players? How
will the new staffer fit in? Workspace?
• Place: Where are we? What’s the lay of the land? What are the key socioeconomics,
geographics, demographics, politics?
• Process, Policy & Procedure: What’s the culture of the organization? How do we
roll? What are the rules, guidelines and processes that govern how we do things?
6. Human Resource Development (continued):
Acquiring, Protecting & Polishing the Asset/3
• Managing
How do you direct, guide, interact with, support and evaluate your human assets?
• Direction: What are the goals and expectations for each position? What will it take to achieve them? What are the metrics: How will progress
& success be measured? What are the critical timelines? What’s the supervisory structure? How are tasks & assignments delegated? How
much autonomy does the staffer have?
• Communication: What are the preferred communication styles & methods? How does communication happen between the staff and
supervisor/manager? Among staff? Externally? What’s the dividing line between appropriate and inappropriate communications? How do
conflicts and problems get resolved? What is the balance of formal and informal communication?
• Support/Development: What additional information or resources are needed to help staff be successful? Training? Degrees or Certifications?
Career plan/potential for advancement? What feedback is needed to ensure clarity of direction, to enhance quality and efficiency, to provide
encouragement? How do we deal with personal issues, barriers, outside factors? How sustain individual morale?
• Team-Building: How do we build a “culture of collaboration”? What are the dynamics of a great team? What are potential dysfunctions to be
avoided? How build trust among all members? What are the specific strategies and benchmarks for building and sustaining the staff team?
For building collaborative teams with external partners? How do we sustain high morale on the part of individuals, teams and the staff
community as a whole?
• Assessment: How is feedback provided throughout the year? How frequent do staff and supervisors meet to check in about achievements,
progress, issues, shortfalls? How do corrections get communicated and implemented? How are compliance issues handled (punctuality, policy
& procedure, behavior, interactions with staff or clientele)? How is the tough stuff handled (behavior, interpersonal conflict, lack of
performance, disruption/sabotage)? What’s the timing, structure and process for both formative and summative evaluation of staff
performance? What’s the style: Top-down? Mutual/interactive?
7. HR Lessons from the Field/1
• People First. Without human energy that’s bought-in, motivated and empowered, it’s hard to
build and sustain excellence in service to your members and your region.
• Personal connection: Check in often, in-person whenever possible; show you care; pay attention to people’s
real lives, feelings, ups and downs; be there for them. Acknowledge! – it’s what employees want the most,
once basic employment security needs are met.
• Service Leadership: Being of service to your constituency begins with being of service to your team. What do
I bring every day that can help them be successful? Delegating and giving direction are important
management functions, but leadership need not be “Top-Down” all the time.
• Nurture the Goose: To keep the “’golden eggs” coming, make sure you don’t kill the goose that’s laying them;
provide the resources and support needed for health and production. Use feedback, evaluation and
assessment as opportunities for real communication, capacity-building and mutual understanding of goals,
timelines and performance. Take the time for training and coaching, early and often.
• Listen: As CEO, you don’t have to always be the “doer” or the “fixer”. Listening to your staff, and giving
timely and empowering feedback, can help them generate – and “own” – their own solutions. Remember
Stephen Covey’s principle: “Seek first to understand; then to be understood.”
8. HR Lessons from the Field/2
• Mission/Vision Focus. All growth and development happens in the light of Purpose. Without clear
purpose for the work, we’re just “putting in time.” Make sure everyone understands, participates in and
buys in to the organization’s mission, vision and values.
• Team Process – Take the time to include staff, as well as Board leadership, in articulating,
modifying and defining organizational purpose, mission, vision and values. It may not work as well
for the leader to just “deliver” these and expect everyone to buy in.
• Alignment – Make sure to align project work, tasks and timelines with the over-arching mission
and goals of the organization. Create feedback loops when you and staff check in with each other
on how the work is progressing and aligning with mission, goals and values. Communicate your
progress and alignment with your Board, members and constituents.
• Prioritize – Run new opportunities, work requests and project ideas through the “Mission”
gauntlet. Make sure external demands don’t distract you from your core, pull you off course or
undermine high-value work already underway. Avoid grant-chasing for the sake of the money.
9. HR Lessons from the Field/3
• Communication. This is the essential “fuel system” for running a planning & development organization.
Failure in this arena can result in erosion of morale and functional breakdown across the board.
• Clear & Mutual. Be clear, transparent and thorough in communications, particularly where the chance is higher
for misunderstanding, or where tasks and issues are complex. Invite and give feedback to ensure alignment
along the way.
• What’s the Medium? – In our high-tech digital age, all professions have transformed into IT-centered
operations. When used wisely and well, IT can enhance performance in every arena. But it comes with the risk
of accelerating the pace and density of workloads and weakening human relationships by substituting personal
contact with digital messaging. Get clear on when in-person contact is the best medium. Make a conscious
effort to communicate in person whenever that’s called for.
• Beware Emails & Texts – Never use email or text messaging – whether internal or external – as the first option
for resolving conflicts, communicating negative messages or fixing interpersonal problems. Never message
“adversely” about others in your electronic or written communications.
• Courtesy & Consideration – Be careful not to jump to conclusions, and be slow to judgment; acknowledge that
different folks can have different perspectives on issues, and take that into account in your responses;
remember Stephen Covey’s advice: “Honor those present and not present.”
10. HR Lessons from the Field/4
• Know Your Stuff. The HR field is evolving all the time – in the continuous emergence of new case law and
regulations, as well as in the literature on best practices. It’s the Executive Director’s responsibility to be on top
of the field, even if there are others in the organization dealing with day-to-day HR management.
• Policies & Procedures – Pay attention to your HR policies & procedures, make them compliant, timely and
understandable, and at the same time practical and implementable; and update them periodically. Keep it simple
where possible, but cover the bases, and don’t let “the tail wag the dog.” Tap HR expertise and then customize
from there.
• Liabilities – In particular, it’s important to know all the ways you can get in trouble with law and regulation, and to
ensure that you have policies, procedures and protections in place that minimize potential adverse consequences.
Retain legal assistance with expertise in employment law – to review & advise on policy and when tricky problems
arise. Keep your “side-boards” clear and clean, so that legal issues don’t come back to bite you.
• Stay Current – Schedule time to reflect on your HR work, read up on new developments in the field, and make
proactive plans to communicate with staff in alignment with HR principles. Make sure your general HR policies are
integrated with your payroll policies, as payroll is a potential arena for mistakes and liability.
11. HR Lessons from the Field/5
• Embrace and resolve conflict. Too often we avoid the “tough stuff,” the difficult communication, the highly-
charged issues, the “unsolvable” interpersonal problems. But no, such things don’t usually just work themselves
out! Use conflict as an opportunity for positive growth for yourself and the organization.
• Engage Now – Some problems or complaints have an easy solution and need a light touch – but they still need to be
addressed timely and effectively. Others reflect urgent needs, major conflicts, high emotions and/or serious misbehavior in
the workplace. These too must be addressed immediately – even if the problem-solving process will take awhile.
• Listen & Talk First – Don’t use written communication as first resort. Speak directly with those involved, get their
perspectives and suggestions, and proceed from there to gather all pertinent information, refer to appropriate policy and lay
out an effective course of action. Require written documentation and commit your own conclusions to writing only after
direct in-person communications have been initiated.
• Fair & Balanced – Be sure to take multiple stories and perspectives into account, maintain your “People First”
orientation but balance it with the needs of the organization, strive to protect the integrity and reputation of both the
organization and the people involved, and apply accountability and discipline judiciously and in proportion to the nature and
causes of the problem. Refer to and ensure alignment with Policy.
• Stay in Touch – Keep all involved parties well informed of how the issue is being handled and what, if any, conclusions
have been reached or actions taken. Where response by others is required, monitor closely and make sure these responses
get done.
12. Leadership Succession & Transition/1
• You think you “know everything” … but you don’t!
• You’ve taken direction and helped plan, communicate, supervise and implement, but you haven’t been the top decision-maker.
• The stress is different. You have more personal leeway and discretion, but you also have more accountability and responsibility. If
it goes down, “it’s on me.”
• The “view” is different from the top, and now folks are depending on you to put it together, keep it together, and drive it forward.
Don’t “assume” you know all the ropes, and don’t be passive about engaging structure and process. Come at it as a “new job”:
review all facets with a critical eye, ask the tough questions, affirm what’s working, lay out plans to change what needs improving.
Set your own personal development plan, with goals to demonstrate and improve your leadership over time.
• Beware the “Peter Principle” (i.e., that people in a hierarchy tend to rise to their level of incompetence). It’s not automatic that a
master teacher will become a good principal, that a master planner will become a good CEO, that a technical expert will become a
good manager, that a great innovator will become a good entrepreneur. It’s also not automatic that your most competent in-house
program manager or supervisor will be best suited to the Executive Director role.
• No matter what you do, things will be different.
• Your leadership personality is different, and so everyone around you will be adjusting to different communication styles,
use of authority, structure and process, etc. It may be hard for them to make the transition from a “colleague” to a “boss”
relationship.
• Leadership makes a difference. The organization will come to reflect both your strengths and your weaknesses – and to a
heightened degree!
13. Leadership Succession & Transition/2
• Know Your Style & Seek Balance.
• This matrix shows “Concern for Productivity” on the y-axis and “Concern
for People” on the x-axis. Generally, the extremes are to be avoided
along both of these axes.
• Leaders tend to fall into one of four Style quadrants:
• Quadrant I (High on Product/Low on People) represents a “Top-
Down/Autocratic” style; a “control” tendency.
• Quadrant II (High on Product/High on People) reflects a
“Balanced/Transactional” style; the preferred “sweet spot.”
• Quadrant III (Low on Product/Low on People) represents a “Laissez-
Faire/Dysfunctional” style; would need serious remediation.
• Quadrant IV (Low on Product/High on People) represents a
“Bottom-Up/Democratic” style; a “permissive” tendency.
• Avoiding Quadrant III altogether, leaders in Quadrant I are encouraged to
moved “to the right” toward Quadrant II, and leaders in Quadrant IV are
encouraged to move “up” toward Quadrant II.
• Quadrant I and Quadrant IV leaders may find a lot of conflict in their
relationship, but they can also complement & balance each other out.
14. Leadership Succession & Transition/3
• Change is Hard
• You have some things you’ve been chomping at the bit to do … but sometimes, you’ll find it’s not so easy just to “do
something new” or to change practices or structures you thought needed an uplift. Sometimes the leader needs to “be the
change” before he/she can expect others to follow.
• You still have to “manage the process.” Just telling others what you want doesn’t always get it done! And change takes time.
• Listen First
• The temptation will be to jump on your horse and ride to the front of the herd. After all, isn’t that what leaders do? But it
might work better if you just sit down with your staff – one-on-one, as well as together – and listen to their ideas. Maybe
they’ve been “chomping at the bit,” too! And are they going to feel that you value them as professionals and as “co-owners”
of the enterprise?
• Get in touch with your Board leadership and other stakeholders, partners and funders, and hear what they have to say about
your organization. Listen to their perceptions, expectations and suggestions. Build new relationships with them in your new
role. Get them on your team in leading the organization into the future. Buy-in and support will be stronger if your plans
and goals reflect inspiration from and alignment with these many conversations.
• Strategic Planning sessions – or similar workshops organized around local and regional development needs and priorities –
can be very helpful, but they need to be carefully designed to elicit input and consensus from those who have a stake in – as
well as sound knowledge of the mission and work of – the organization. General plans, strategies and priorities adopted by
the Board need to then be broken down by staff into specific action plans, timelines, resource development and other tasks.
15. Leadership Succession & Transition/5
• RDOs are Unique; Honor the Difference & Promote the Value
• Demonstrate Value & Build the Brand:
• Add Value –by demonstrated service and by being out in front of the change curve;
• Build your reputation by being a “Go To” resource that adds value to the work of your members and
constituents. Don’t be a burden or “added work.” How do they feel when your team walks through the
door?
• Celebrate, lift up and promote others, and let your actions and the results you achieve be your signature.
• Be a transformer, not a check-box. Data is everywhere, and Internet users can find information from many
sources. Become known for interpreting, transforming and applying data in ways that add new value for
your customers. Be a Master Projecteer: a group that can help your constituents take ideas from seed-stage
through vetting, design, development, financing, implementation and asset management.
• Presence –by “being there” when you’re needed to navigate, advise, facilitate, support and (sometimes) lead the
way forward;
• The Message –by a differentiating logo-phrase; and
• The Look –by creating visual and symbolic coherence across your products, documents and communications
Good Luck … and Power On!