This document summarizes a nonprofit toolbox mini-conference on managing expectations with boards. The conference covered understanding what resources an organization currently has, what is needed from the board, expectations for individual board members and their contributions, board logistics and dynamics, and concluded with a question and answer session. The presentation aimed to provide guidance on setting clear expectations to maximize a board's impact.
Governance Challenges of Running a Not-for-Profit in New ZealandHayesKnightNZ
On the 28 June 2011, Hayes Knight invited Kevin McCaffrey, Director of Effective Governance New Zealand, to address the Governance issues crippling New Zealand’s Not-for-Profits. A mixture of board members, managers, and CEOs from close to 90 Not-for-Profit organisations attended. This is the presentation from the event.
Gerard seijts leadership on trial carlisle insititute ceo breakfastpaulgreenberg
In addition to legislative and regulatory change now well underway, improved management education, better leadership development within organizations and better training and development of regulators and policy-makers is required.
Cynics say this will never happen. Skeptics say it's unlikely. Professor Gerard Seijts says there is no alternative that makes sense for our future economic
prosperity and social well-being.
Robert Ady is an expert in site selection consulting and economic development. He has identified locations for more businesses in the US than anyone else. The document discusses how Ady can help organizations by sharing his expertise on: (1) how site selection consultants work and how to work with them, (2) common mistakes economic development organizations make, and (3) how to position communities to appeal to consultants. Ady tailors presentations on these topics to meet audience needs and can provide other services like reviewing budgets and strategic plans.
Sharing slides from 3/19/13 Agile Leadership Network talk given in Research Triangle Park. The agenda covered "what the heck is Stoos", "hierarchical bureaucracy" as an attractor, exercises of "better leadership" and "Customer Delight" as preferred attractors, finishing with a great panel discussion.
Nonprofit Boards and Effective Governance4Good.org
The nonprofit governing board has been described as an ineffective group of effective people. Trustees are recruited for their stature, skills or connections, and then are not fully engaged. Why do nonprofits so broadly fail to use their boards wisely? And how might they do better? We will look at four interrelated areas: membership (including recruitment, development, self-assessment), process (including structure, meetings), capacity, and fiduciary issues.
"Association 101" is a handy reference for "Everything you always wanted to know about bar leadership, but were afraid to ask – or didn’t even know to ask!". Nora's presentation covers the basics, responsibilities and steps necessary to form and maintain an effective bar association board.
Download a PDF of this presentation:
http://reallifepractice.com/wordpress/wp-content/uploads/2011/08/association-101.pdf
The document provides guidance on succession planning for an association's executive leadership. It recommends having policies and procedures in place for both planned and unplanned departures, including interim replacements and search processes. Key items to prepare include an up-to-date job description for the executive role, a succession planning book with contact details, and budgets for temporary staffing and executive searches. Being prepared allows the board to transition leadership confidently and minimize disruption to the organization.
Governance Challenges of Running a Not-for-Profit in New ZealandHayesKnightNZ
On the 28 June 2011, Hayes Knight invited Kevin McCaffrey, Director of Effective Governance New Zealand, to address the Governance issues crippling New Zealand’s Not-for-Profits. A mixture of board members, managers, and CEOs from close to 90 Not-for-Profit organisations attended. This is the presentation from the event.
Gerard seijts leadership on trial carlisle insititute ceo breakfastpaulgreenberg
In addition to legislative and regulatory change now well underway, improved management education, better leadership development within organizations and better training and development of regulators and policy-makers is required.
Cynics say this will never happen. Skeptics say it's unlikely. Professor Gerard Seijts says there is no alternative that makes sense for our future economic
prosperity and social well-being.
Robert Ady is an expert in site selection consulting and economic development. He has identified locations for more businesses in the US than anyone else. The document discusses how Ady can help organizations by sharing his expertise on: (1) how site selection consultants work and how to work with them, (2) common mistakes economic development organizations make, and (3) how to position communities to appeal to consultants. Ady tailors presentations on these topics to meet audience needs and can provide other services like reviewing budgets and strategic plans.
Sharing slides from 3/19/13 Agile Leadership Network talk given in Research Triangle Park. The agenda covered "what the heck is Stoos", "hierarchical bureaucracy" as an attractor, exercises of "better leadership" and "Customer Delight" as preferred attractors, finishing with a great panel discussion.
Nonprofit Boards and Effective Governance4Good.org
The nonprofit governing board has been described as an ineffective group of effective people. Trustees are recruited for their stature, skills or connections, and then are not fully engaged. Why do nonprofits so broadly fail to use their boards wisely? And how might they do better? We will look at four interrelated areas: membership (including recruitment, development, self-assessment), process (including structure, meetings), capacity, and fiduciary issues.
"Association 101" is a handy reference for "Everything you always wanted to know about bar leadership, but were afraid to ask – or didn’t even know to ask!". Nora's presentation covers the basics, responsibilities and steps necessary to form and maintain an effective bar association board.
Download a PDF of this presentation:
http://reallifepractice.com/wordpress/wp-content/uploads/2011/08/association-101.pdf
The document provides guidance on succession planning for an association's executive leadership. It recommends having policies and procedures in place for both planned and unplanned departures, including interim replacements and search processes. Key items to prepare include an up-to-date job description for the executive role, a succession planning book with contact details, and budgets for temporary staffing and executive searches. Being prepared allows the board to transition leadership confidently and minimize disruption to the organization.
The document discusses breaking down silos within an organization to achieve integrated process improvement. It describes how Joe was appointed as the head of process excellence for an insurance company and tasked with dealing with challenges from acquisitions. It outlines the different types of silo thinking Joe encountered, such as departmental, organizational, and product silos. It then details Joe's efforts to create a unified process excellence center and empower the workforce through a common process platform and technology. The goal is joined up thinking for a connected organization with improved customer service and reduced costs.
ITSM Academy Webinar - Lead Success, Don't Manage Failure!ITSM Academy, Inc.
The document discusses leadership in IT service management. It emphasizes that leaders inspire people through passion and motivation, while managers focus more on organization and control tactics. Successful ITSM requires leadership to empower people and create an environment where teams are willing to change and take risks to continuously improve processes and technology. True leaders leverage people's strengths rather than just administering processes.
This document reflects on conversations with over 1200 executives and focuses on the dynamics of business, the work and life of executives, and the world of executive development as a profession. It discusses challenges executives face in getting results, serving stakeholders, finding answers, tapping into experience, and more. The conclusion is that executive development is about performance improvement and facilitators should offer practical guidance and drop pretensions by hosting dialogues focused on proven processes deployed by champion executives.
Wrightwood Capital provides a culture that delivers a high-quality experience for its associates through carefully selecting talented individuals, comprehensive training and development programs, and by aligning its core values with business strategies. The core values include relationship focus, clear communication and transparency, follow through, fairness, open door policy, community and shared values, and excellence and leadership. Wrightwood Capital reinforces these values through actions like satisfied constituents, surrounding associates with the right people, building trust through candor, walking the talk by doing what they say, treating all contributions equally, collaborating where all associates matter, sharing values and victories, and challenging all to achieve excellence.
The document discusses reflections on managing people through an economic downturn based on interviews conducted for a white paper. Key findings include that critical thinking and preparation were important for industries that could foresee impacts. Communication with staff was critical, and the tension between being upbeat and transparent about challenges was difficult to manage. Employers felt responsible to retain staff where possible, though some cuts were necessary for survival. Overall, the experiences provided lessons that could help future leaders in difficult economic times.
Chorev Consulting International is a leadership development firm established in 2006 in Hong Kong. They have served major clients across Asia, conducting programs in leadership, teambuilding, and skills development. Chorev aims to combine Western leadership research with hands-on business experience in Asia to address common organizational gaps such as ineffective leadership, cultural conflicts, and lack of skills. They offer various programs, workshops, and coaching sessions to evaluate needs, address issues, and build skills. Client testimonials praise Chorev's customized approaches and the trainers' understanding of human motivation.
Beyond tokenism, true inclusion requires authentic membership, effective supports, deliberate communication, full participation, meaningful contributions, and true influence. When organizations implement inclusive practices that address barriers and promote these six elements, individuals with disabilities can have a genuine impact through their involvement in leadership and decision-making roles like boards of directors.
"Strategies That Promote Effective Supports and Mentors include providing mentors, ensuring mentors are available from within and outside the organization, offering travel assistance and accommodations, and providing materials in accessible formats."
This document provides an overview of a management skills training guide on engineering your career for success in the 21st century. It discusses how technology and social networks have changed career development and how continuous training is necessary to stay competitive but professionals are too busy to focus on career development. It proposes a solution of executive coaching to hold professionals accountable to measurable career development objectives. The training involves 5 iterative milestones to build a measurable body of work, including profiling yourself, building an online library, creating a business case, selling a budget, and developing a team. Benefits include increased market value and project success. The next step suggested is a 1-hour planning webinar.
This document provides advice for someone who has been asked to head up an employee involvement initiative at their company. It recommends that they first understand the current situation by identifying any demotivators that are preventing employees from doing good work. Their goal should be to create an environment where employees find their own motivation. Finally, it notes that changing a company's culture and empowering employees will require selling the idea to managers who may be resistant to giving up control.
Board of Directors Oversight of Leadership RiskCharlie Bishop
This document discusses how boards of directors can better oversee leadership risk within their organizations. It argues that leadership should be considered one of the top risks and that boards need to take a more active role in monitoring talent management processes. The article identifies seven specific leadership risks that boards should pay attention to: loose accountability, inept assessment, misalignment of executive compensation, inadequate bench strength, playing it too safe with development, having a "once a year" mindset, and settling for "just good enough". It provides questions for boards to ask management about each risk area and suggests tactics for boards to mitigate leadership risks, such as adopting a leadership competency model and measuring the effectiveness of talent management processes.
The document discusses virtual teams and factors that impact their effectiveness. It describes virtual teams as groups of employees located in different locations who must collaborate remotely. Key virtual team factors include growth, communication, diversity, distance/time, and trust. Common pitfalls for virtual teams are subgroups, conflict avoidance, misinterpretations, lack of management communication, and lack of quality meetings. Suggested solutions are initial orientation meetings, culture training, clear communication norms, meeting notes, social networks, managing differences, conflict resolution, and strong team leadership. The need for virtual team training is confirmed by an HP project where a simulation was designed and initial trials showed statistically significant changes in participant perspectives.
This document discusses three articles related to communities of practice (CoP). The first article describes the basics of CoPs, including how they are groups that share knowledge through ongoing interaction. The second article critiques existing CoP theories and key concepts like participation and identity. The third article compares CoP theory to other frameworks like Foucault's power concepts and actor-network theory.
This document summarizes a presentation on leading public service transformation. It discusses four types of organizational cultures, and identifies an "adaptive" culture as being both tough through high standards and tender through trust and support. It also outlines ten factors that determine organizational behavior, and the challenges for councils in taking on a new role of addressing social issues holistically and mobilizing all resources towards community outcomes.
This document discusses research on virtual teams and identifies challenges they face as well as strategies for success. Some key findings include: virtual teams need strong communication, especially early on to establish trust and shared goals; cultural and time-zone differences can challenge coordination and understanding; face-to-face meetings are important for building trust and resolving conflicts or ambiguity; developing shared mental models, learning, and networking can boost performance; and empowering team members and avoiding micromanagement improves outcomes. The author proposes a simulation called the Virtual Team Challenge to provide trainees experience managing these dynamics.
The document discusses a presentation on improving decision making in times of austerity. The presentation aims to get participants thinking about challenges and biases in decision making. It presents a RISK framework to help surface biases related to Relationships, Interests, Shortcuts, and Knowledge. The framework and interventions like external facilitation, review, and team development are intended to create a more transparent and accountable environment for effective decision making.
The document outlines an agenda for a meeting that will last 90 minutes total. It includes introductions, an icebreaker activity, a PowerPoint presentation, a question and answer session, two breakout group sessions with subsequent discussions, and closing remarks. The breakout sessions will each last 20 minutes with 15 minutes allotted for discussing the results. The agenda is intended to help structure a productive meeting with a variety of activities while still leaving some time for discussion.
This document discusses how work ethos, purpose, and productivity are changing in enterprises. It argues that while expertise and collaboration are still important, purpose may be the most meaningful driver of work. It notes that jobs have shifted from production to services and from routine to more creative work. As a result, the ideal employee characteristics have changed from orderly and risk-averse to more entrepreneurial traits like creativity, tolerance for risk, and empathy. The document suggests managers need to reconsider how they define and encourage purpose among employees as hierarchical, socialized, or anarchic models. It proposes some ways existing enterprise technologies could be adapted to better support employee purpose.
The document summarizes elements of leadership and management presented by Teresa Bidlake at Central Oregon Community College. It discusses qualities of exemplary leaders and managers such as competence, commitment, communication, and follow through. It also explores how good leadership contributes to high-functioning teams through establishing a clear vision and purpose, setting goals, and removing barriers. The presentation addresses different leadership styles and emphasizes the importance of communication, problem solving, and building trust within organizations.
The company implemented a compulsory executive mentoring program to address upcoming retirements and build its talent pipeline. However, after the first year, a survey found major mismatches between mentors' and mentees' expectations, including mismatches in personality, gender, culture, and boundaries. The program did not achieve its goals. The HR head must determine what went wrong and make corrections to salvage the mentoring initiative.
This document discusses building an accountability culture in the workplace. It suggests that leaders choose to commit time to leadership development through human interactions like performance reviews and by setting clear expectations. It also emphasizes the importance of hiring the right people, holding employees accountable to metrics, and not accepting excuses. The Alternative Board is presented as a solution, offering monthly board meetings, coaching, education resources, and a network to help businesses improve accountability, strengthen operations, and increase sales.
The document discusses breaking down silos within an organization to achieve integrated process improvement. It describes how Joe was appointed as the head of process excellence for an insurance company and tasked with dealing with challenges from acquisitions. It outlines the different types of silo thinking Joe encountered, such as departmental, organizational, and product silos. It then details Joe's efforts to create a unified process excellence center and empower the workforce through a common process platform and technology. The goal is joined up thinking for a connected organization with improved customer service and reduced costs.
ITSM Academy Webinar - Lead Success, Don't Manage Failure!ITSM Academy, Inc.
The document discusses leadership in IT service management. It emphasizes that leaders inspire people through passion and motivation, while managers focus more on organization and control tactics. Successful ITSM requires leadership to empower people and create an environment where teams are willing to change and take risks to continuously improve processes and technology. True leaders leverage people's strengths rather than just administering processes.
This document reflects on conversations with over 1200 executives and focuses on the dynamics of business, the work and life of executives, and the world of executive development as a profession. It discusses challenges executives face in getting results, serving stakeholders, finding answers, tapping into experience, and more. The conclusion is that executive development is about performance improvement and facilitators should offer practical guidance and drop pretensions by hosting dialogues focused on proven processes deployed by champion executives.
Wrightwood Capital provides a culture that delivers a high-quality experience for its associates through carefully selecting talented individuals, comprehensive training and development programs, and by aligning its core values with business strategies. The core values include relationship focus, clear communication and transparency, follow through, fairness, open door policy, community and shared values, and excellence and leadership. Wrightwood Capital reinforces these values through actions like satisfied constituents, surrounding associates with the right people, building trust through candor, walking the talk by doing what they say, treating all contributions equally, collaborating where all associates matter, sharing values and victories, and challenging all to achieve excellence.
The document discusses reflections on managing people through an economic downturn based on interviews conducted for a white paper. Key findings include that critical thinking and preparation were important for industries that could foresee impacts. Communication with staff was critical, and the tension between being upbeat and transparent about challenges was difficult to manage. Employers felt responsible to retain staff where possible, though some cuts were necessary for survival. Overall, the experiences provided lessons that could help future leaders in difficult economic times.
Chorev Consulting International is a leadership development firm established in 2006 in Hong Kong. They have served major clients across Asia, conducting programs in leadership, teambuilding, and skills development. Chorev aims to combine Western leadership research with hands-on business experience in Asia to address common organizational gaps such as ineffective leadership, cultural conflicts, and lack of skills. They offer various programs, workshops, and coaching sessions to evaluate needs, address issues, and build skills. Client testimonials praise Chorev's customized approaches and the trainers' understanding of human motivation.
Beyond tokenism, true inclusion requires authentic membership, effective supports, deliberate communication, full participation, meaningful contributions, and true influence. When organizations implement inclusive practices that address barriers and promote these six elements, individuals with disabilities can have a genuine impact through their involvement in leadership and decision-making roles like boards of directors.
"Strategies That Promote Effective Supports and Mentors include providing mentors, ensuring mentors are available from within and outside the organization, offering travel assistance and accommodations, and providing materials in accessible formats."
This document provides an overview of a management skills training guide on engineering your career for success in the 21st century. It discusses how technology and social networks have changed career development and how continuous training is necessary to stay competitive but professionals are too busy to focus on career development. It proposes a solution of executive coaching to hold professionals accountable to measurable career development objectives. The training involves 5 iterative milestones to build a measurable body of work, including profiling yourself, building an online library, creating a business case, selling a budget, and developing a team. Benefits include increased market value and project success. The next step suggested is a 1-hour planning webinar.
This document provides advice for someone who has been asked to head up an employee involvement initiative at their company. It recommends that they first understand the current situation by identifying any demotivators that are preventing employees from doing good work. Their goal should be to create an environment where employees find their own motivation. Finally, it notes that changing a company's culture and empowering employees will require selling the idea to managers who may be resistant to giving up control.
Board of Directors Oversight of Leadership RiskCharlie Bishop
This document discusses how boards of directors can better oversee leadership risk within their organizations. It argues that leadership should be considered one of the top risks and that boards need to take a more active role in monitoring talent management processes. The article identifies seven specific leadership risks that boards should pay attention to: loose accountability, inept assessment, misalignment of executive compensation, inadequate bench strength, playing it too safe with development, having a "once a year" mindset, and settling for "just good enough". It provides questions for boards to ask management about each risk area and suggests tactics for boards to mitigate leadership risks, such as adopting a leadership competency model and measuring the effectiveness of talent management processes.
The document discusses virtual teams and factors that impact their effectiveness. It describes virtual teams as groups of employees located in different locations who must collaborate remotely. Key virtual team factors include growth, communication, diversity, distance/time, and trust. Common pitfalls for virtual teams are subgroups, conflict avoidance, misinterpretations, lack of management communication, and lack of quality meetings. Suggested solutions are initial orientation meetings, culture training, clear communication norms, meeting notes, social networks, managing differences, conflict resolution, and strong team leadership. The need for virtual team training is confirmed by an HP project where a simulation was designed and initial trials showed statistically significant changes in participant perspectives.
This document discusses three articles related to communities of practice (CoP). The first article describes the basics of CoPs, including how they are groups that share knowledge through ongoing interaction. The second article critiques existing CoP theories and key concepts like participation and identity. The third article compares CoP theory to other frameworks like Foucault's power concepts and actor-network theory.
This document summarizes a presentation on leading public service transformation. It discusses four types of organizational cultures, and identifies an "adaptive" culture as being both tough through high standards and tender through trust and support. It also outlines ten factors that determine organizational behavior, and the challenges for councils in taking on a new role of addressing social issues holistically and mobilizing all resources towards community outcomes.
This document discusses research on virtual teams and identifies challenges they face as well as strategies for success. Some key findings include: virtual teams need strong communication, especially early on to establish trust and shared goals; cultural and time-zone differences can challenge coordination and understanding; face-to-face meetings are important for building trust and resolving conflicts or ambiguity; developing shared mental models, learning, and networking can boost performance; and empowering team members and avoiding micromanagement improves outcomes. The author proposes a simulation called the Virtual Team Challenge to provide trainees experience managing these dynamics.
The document discusses a presentation on improving decision making in times of austerity. The presentation aims to get participants thinking about challenges and biases in decision making. It presents a RISK framework to help surface biases related to Relationships, Interests, Shortcuts, and Knowledge. The framework and interventions like external facilitation, review, and team development are intended to create a more transparent and accountable environment for effective decision making.
The document outlines an agenda for a meeting that will last 90 minutes total. It includes introductions, an icebreaker activity, a PowerPoint presentation, a question and answer session, two breakout group sessions with subsequent discussions, and closing remarks. The breakout sessions will each last 20 minutes with 15 minutes allotted for discussing the results. The agenda is intended to help structure a productive meeting with a variety of activities while still leaving some time for discussion.
This document discusses how work ethos, purpose, and productivity are changing in enterprises. It argues that while expertise and collaboration are still important, purpose may be the most meaningful driver of work. It notes that jobs have shifted from production to services and from routine to more creative work. As a result, the ideal employee characteristics have changed from orderly and risk-averse to more entrepreneurial traits like creativity, tolerance for risk, and empathy. The document suggests managers need to reconsider how they define and encourage purpose among employees as hierarchical, socialized, or anarchic models. It proposes some ways existing enterprise technologies could be adapted to better support employee purpose.
The document summarizes elements of leadership and management presented by Teresa Bidlake at Central Oregon Community College. It discusses qualities of exemplary leaders and managers such as competence, commitment, communication, and follow through. It also explores how good leadership contributes to high-functioning teams through establishing a clear vision and purpose, setting goals, and removing barriers. The presentation addresses different leadership styles and emphasizes the importance of communication, problem solving, and building trust within organizations.
The company implemented a compulsory executive mentoring program to address upcoming retirements and build its talent pipeline. However, after the first year, a survey found major mismatches between mentors' and mentees' expectations, including mismatches in personality, gender, culture, and boundaries. The program did not achieve its goals. The HR head must determine what went wrong and make corrections to salvage the mentoring initiative.
This document discusses building an accountability culture in the workplace. It suggests that leaders choose to commit time to leadership development through human interactions like performance reviews and by setting clear expectations. It also emphasizes the importance of hiring the right people, holding employees accountable to metrics, and not accepting excuses. The Alternative Board is presented as a solution, offering monthly board meetings, coaching, education resources, and a network to help businesses improve accountability, strengthen operations, and increase sales.
As a leader, your ability to communicate effectively is the foundation to many leadership skills. Learn how you can leverage your strengths to communicate better both one to one and in group settings.
http://www.weforum.org 26.07.2011
Programme of the Global Leadership Fellows Programme at the World Economic Forum. For more information go to http://www.weforum.org/glf
Gerard Seijts Leadership On Trial Carlisle Insititute Ceo Breakfastpaulgreenberg
This document summarizes the findings from a study on leadership lessons from the economic crisis. Key findings include: failures and successes in anticipating and coping with the crisis were widely distributed; failures can be attributed to specific leadership decisions, not just a systemic failure. Leaders who failed were overconfident and relied too heavily on quantitative models, while those who survived demonstrated prudence, understanding of complexity and learning from history. The document calls for reforms in developing leadership including a focus on character, culture of dissent, engagement and continuous learning.
The document discusses what makes an effective board, including providing clear direction and oversight, accountability, ongoing education, and commitment to the organization's vision and members. It also covers the roles and responsibilities of boards and management, as well as best practices for board recruitment, meetings, and governance. Effective boards establish policies, hire and supervise leadership, and work to advance the organization's strategic goals.
Nonprofit Boards and Effective Governance4Good.org
The document discusses effective governance for nonprofit boards, outlining their fiduciary responsibilities including financial oversight, fundraising, and hiring the CEO. It also covers common issues nonprofit boards face such as membership, structure and processes, and capacity. The document provides an overview of these topics and resources for further information.
This document discusses coaching an organization through an agile transformation. It covers preparing for change, establishing an enablement team to guide the transformation, choosing pilot teams, overcoming challenges like changing leadership styles and organizational structures, and monitoring progress through metrics. The transformation impacts how work gets done, leadership approaches, and the culture. With the right preparation and coaching, organizations can develop the agility to sense and respond to changing needs.
The document discusses the importance of executive coaching for developing competencies critical for senior-level business leaders. It notes that 70% of executive development comes from on-the-job experience, while 20% comes from coaching and 10% from formal training. Replacing an executive can cost an estimated $800,000 due to separation, vacancy, replacement, socializing, and ramp-up costs. Executive coaching helps maximize performance, enhance retention, and strengthen competencies like strategic orientation, customer impact, and change leadership. Coaching addresses blind spots, builds on strengths, and improves leadership approaches through activities like diagnostic assessments, development planning, and meetings.
This document discusses how the Myers-Briggs Type Indicator (MBTI) personality assessment can help with leadership development. It notes that effective leadership depends on understanding one's own behavior and being able to adapt styles when necessary. The MBTI can help leaders improve relationships, communication, problem-solving and other skills by providing insight into their personality type and preferences. Taking the MBTI online assessment is recommended for further understanding one's strengths and growth areas as a leader.
Felix Presentation On Leadership Management Skills Dev.Felcotech
This presentation was presented to Human Resources Manager and Administrative Officers to build and develop their leadership and management skills for effective people\'s management for the success of the EGTL project, in Escravos, Nigeria by Felix
The document provides an overview of a webinar about leadership stress. It discusses how stress can impact leaders and organizations. It aims to help participants understand the effects of stress on leader performance, evaluate stress levels in leaders, and set actions to reduce destructive stress. The webinar covers measuring and managing stress levels using assessments and predictive models. It also discusses individual and team analysis to avoid stress.
Anti-patterns in Distributed Agile by Preethi Madhuagilencr
The document discusses the challenges of distributed agile teams where team members are located in different locations. The three main challenges are: 1) Dysfunctional team structures where different roles like developers, testers, analysts are separated rather than being cross-functional. 2) Communication and interaction barriers between locations that make it difficult to build social and interactive teams. 3) A fragmented and short-term approach instead of creating linkages and focusing on organizational learning and value. The document argues that distributed agile is not an oxymoron if these challenges are addressed by blurring boundaries, reducing hierarchy, and focusing on constant change and learning.
This document discusses executive coaching and its business value. It defines coaching as unlocking a person's potential to maximize their own performance by helping them learn rather than teach. The only sustainable competitive advantage for organizations is the ability to learn faster than competitors. An effective coach enhances awareness, responsibility, and empowers people to build lives around what is meaningful. Coaching can be used as a leadership style to produce quicker results than directive styles allow in times of rapid change. Building internal coaching capability in an organization provides higher returns than outsourcing coaching.
This document summarizes a presentation about plugins in WordPress. It discusses the differences between plugins and widgets, provides examples of popular free plugins for various functions like comments, caching, security, and backups. It also reviews how to find, install, and manage plugins safely. Backup of sites is recommended, and security best practices are outlined like keeping software updated and using strong unique passwords.
This document discusses WordPress plugins, security, and upgrades. It provides an overview of plugins and their functionality, as well as suggestions for free and paid plugins. It then covers security best practices like keeping software updated, using strong passwords, and installing security plugins. The document also discusses backups, SEO, and the importance of upgrading WordPress, themes, and plugins regularly while testing compatibility. It aims to educate users on extending and securing their WordPress sites.
Branding you and your business across Social Media platforms, some WordPress plugins to use, basic uses & tips for popluar social media sites such as Facebook, Twitter, Linkedin, Pinterst, YouTube.
Tweet, retweet, trending topic, hashtag, @mention – Does this sound like a foreign language to you? Join Julia Campbell of J Campbell Social Marketing as she walks you through starting an account on Twitter and using the second most popular social network to grow your business and your network. She will cover the basics – What is a follower? what is a hashtag? Who should you follow? What should you tweet? What is Twitter Etiquette? – as well as detail the 10 things you need to do to succeed on Twitter. Social media management tools will also be discussed. Bring your questions!
This document provides an overview and introduction to WordPress. It discusses what WordPress is, the different flavors of WordPress like WordPress.org and WordPress.com. It also covers the key features and functionality of WordPress like posts, pages, comments, themes, plugins and widgets. The document concludes with best practices for WordPress sites around security, backups, SEO, upgrades and content management.
This document provides an overview of crowdfunding and the JOBS Act through a case study presentation. It discusses the different crowdfunding models including rewards, equity, lending, and donations. It also outlines how much individuals can invest through crowdfunding under the JOBS Act and highlights some popular crowdfunding platforms. The presentation profiles three successful crowdfunded projects and offers considerations and lessons learned for running a crowdfunding campaign.
This document provides a summary of the social media gameplan used by Food Day MA to build participation across multiple platforms with no budget. The plan involved assembling a core team to manage different social media accounts, creating a shared Gmail and Dropbox account, building a WordPress website, inviting guest bloggers to contribute posts, and promoting all posts on social media. This integrated approach allowed them to amplify their efforts and engage partners across the state.
The document provides an overview of how non-profits can use LinkedIn as a social media platform. It discusses LinkedIn's large professional user base and how non-profits can connect with potential experts, volunteers, donors, and younger audiences. It reviews LinkedIn basics like connections and profiles, terms of use, etiquette, applications, and mobile/web tools. The document also briefly discusses LinkedIn Pro features and concludes by emphasizing listening to audiences and learning through practice on social media.
The document summarizes the key topics covered in a presentation on employment law, including independent contractor classification, data security, personnel records, and technology in the workplace. It discusses the three-part test for independent contractor status under Massachusetts law and the penalties for misclassification. It also outlines employers' obligations under data security, personnel records, and various employment discrimination laws depending on the number of employees. The presentation aims to help employers understand and comply with important regulations.
The document provides information about director liability for non-profit corporations. It discusses the protections directors have, including limitations on personal liability for actions taken in good faith. However, directors are not protected for breaches of loyalty or intentional misconduct. The document also outlines the duties and responsibilities of nonprofit boards, including oversight of management, strategic planning, and compliance with legal obligations.
Effectively use LinkedIn & Facebook for Non-Profit OrganizationsThe Toolbox, Inc.
Using Linkedin and Facebook for Non-Profit organizations. presentation given at The Non-Profit Toolbox's Mini-Conference 3/22/11, Rockland, MA by Reiko Beach
This document provides guidance on creating effective videos for the web. It discusses why online video is an engaging way to market to an online audience. It then covers topics like constructing video structure, using video tools like cameras and microphones, editing video, encoding for distribution, optimizing video discovery on platforms like YouTube, and legal topics like copyright. The overall goal is to help people understand how to create quality videos and share them online.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
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Managing expectations by Susan C Hammond
1. Nonprofit Toolbox Mini-Conference
March 22, 2011
Managing Expectations:
How to Get More from Your Board
Presented by: Susan C. Hammond
102 Franklin Street
Duxbury, MA 02332
781.837.1999 • cell 617.842.2158
susan@schammond.com • www.schammond.com
3. Nonprofit Toolbox Mini-Conference
Managing Expectations: How to Get More from Your Board
March 22, 2011
What do you need?
What do you already have?
Managing
Expectations
What do you expect each board member to do? What do you expect board members to contribute?
What are the board dynamics? What are the board logistics?
Copyright 2011, SCHammond
4. Nonprofit Toolbox Mini-Conference
Managing Expectations: How to Get More from Your Board
March 22, 2011
Staff Skills & Talents
What do you need?
What do you already have?
Board Skills & Talents
Paid Consultants' Skills & Talents
Managing
Expectations
What do you expect each board member to do? What do you expect board members to contribute?
What are the board dynamics? What are the board logistics?
Copyright 2011, SCHammond
6. Nonprofit Toolbox Mini-Conference
Managing Expectations: How to Get More from Your Board
March 22, 2011
Skills
Staff Skills & Talents What do you need?
What do you already have? Talents
Board Skills & Talents
Contacts
Paid Consultants' Skills & Talents
Funds
Managing
Expectations
What do you expect each board member to do? What do you expect board members to contribute?
What are the board dynamics? What are the board logistics?
Copyright 2011, SCHammond
7. SAMPLE Board Matrix
Devon Cerrone
Char Delgado
Mary Smith
Board Member
Name
Years on Board
Relationships Access: Community leaders and groups
Access: Grassroots leaders and groups
Access: People with money
Area of Expertise Public Relations
Identify areas of expertise Financial Management
needed to provide proper Fundraising
oversight for the type of Human Resources
work you do Legal
Planning
Sector Business
Faith-Based
Public Sector
Education
Philanthropic
Neighborhood/geographic location
Ethnic Diversity Caucasian
Diversity is important to Native American
bring various points of view African American
and insights. It is also Latino / Latina
important to have a board Asian or Pacific Islander
representative of your Other
constituents. Over 65
51–65
Age 36–50
20–35
Sex Female
Male
9. Nonprofit Toolbox Mini-Conference
Managing Expectations: How to Get More from Your Board
March 22, 2011
Skills
Staff Skills & Talents What do you need?
What do you already have? Talents
Board Skills & Talents
Contacts
Paid Consultants' Skills & Talents
Funds
Managing
Expectations
Roles
What do you expect each board member to do? What do you expect board members to contribute?
Responsibilities
What are the board dynamics? What are the board logistics?
Copyright 2011, SCHammond
10. SAMPLE BOARD MEMBER AGREEMENT
By Jan Masaoka
I, _________understand that as a member of the Board of Directors of ______________, I have a legal and
moral responsibility to ensure that the organization does the best work possible in pursuit of its goals. I believe
in the purpose and the mission of the organization, and I will act responsibly and prudently as its steward.
As part of my responsibilities as a board member:
1. I will interpret the organization's work and values to the community, represent the organization, and
act as a spokesperson.
2. I will attend at least 75% of board meetings, committee meetings, and special events.
3. I will make a personal financial contribution at a level that is meaningful to me.
4. I will actively participate in one or more fundraising activities.
5. I will act in the best interests of the organization, and excuse myself from discussions and votes where
I have a conflict of interest.
6. I will stay informed about what's going on in the organization. I will ask questions and request
information. I will participate in and take responsibility for making decisions on issues, policies and
other board matters.
7. I will work in good faith with staff and other board members as partners towards achievement of our
goals.
8. If I don't fulfill these commitments to the organization, I will expect the board president to call me and
discuss my responsibilities with me.
In turn, the organization will be responsible to me in several ways:
1. I will be sent, without request, quarterly financial reports and an update of organizational activities that
allow me to meet the "prudent person" section of the law.
2. Opportunities will be offered to me to discuss with the executive director and the board president the
organization's programs, goals, activities, and status; additionally, I can request such opportunities.
3. The organization will help me perform my duties by keeping me informed about issues in the industry
and field in which we are working, and by offering me opportunities for professional development as a
board member.
4. Board members and staff will respond in a straightforward fashion to questions I have that I feel are
necessary to carry out my fiscal, legal and moral responsibilities to this organization. Board members
and staff will work in good faith with me towards achievement of our goals.
5. If the organization does not fulfill its commitments to me, I can call on the board president and
executive director to discuss these responsibilities.
Signed:
___________________________________ Date: ___________________
Member, Board of Directors
___________________________________ Date: ___________________
President, Board of Directors
Have the Board President sign two copies of this Agreement, and ask new board members to sign them, return one copy
to the Board President, and keep the other for reference.
Source: Board Café, March 2001
11. Nonprofit Toolbox Mini-Conference
Managing Expectations: How to Get More from Your Board
March 22, 2011
Skills
Staff Skills & Talents What do you need?
What do you already have? Talents
Board Skills & Talents
Contacts
Paid Consultants' Skills & Talents
Funds
Managing
Expectations
Roles Time
What do you expect each board member to do? What do you expect board members to contribute?
Talent
Responsibilities
Treasure
What are the board dynamics? What are the board logistics?
Copyright 2011, SCHammond
12. Nonprofit Toolbox Mini-Conference
Managing Expectations: How to Get More from Your Board
March 22, 2011
Skills
Staff Skills & Talents What do you need?
What do you already have? Talents
Board Skills & Talents
Contacts
Paid Consultants' Skills & Talents
Funds
Managing
Expectations
Roles Time
What do you expect each board member to do? What do you expect board members to contribute?
Talent
Responsibilities
Treasure
Meeting times
What are the board dynamics? What are the board logistics?
Frequency
Committees
Copyright 2011, SCHammond
13. Nonprofit Toolbox Mini-Conference
Managing Expectations: How to Get More from Your Board
March 22, 2011
Skills
Staff Skills & Talents
What do you need?
What do you already have? Talents
Board Skills & Talents
Contacts
Paid Consultants' Skills & Talents
Funds
Managing
Expectations
Roles Time
What do you expect each board member to do? What do you expect board members to contribute?
Talent
Responsibilities
Treasure
Meeting times
Chair/ED Relationship
What are the board dynamics? What are the board logistics?
Frequency
Chair/Board Member Relationship
Committees
Copyright 2011, SCHammond