Becoming Your Best: New Executive Director Training nado-web
Whether you have been on the job for 3 days or 3 years, you probably feel as if you have a long way to go in terms of feeling comfortable as an RDO executive director. This session was developed by a former RDO executive director who went through many of the same situations you are facing today. Not only will he share his experiences, but he will walk you through a series of group exercises aimed at helping you develop skills needed to navigate through tough situations, better communicate with your many audiences (staff, board, funders, stakeholders), overcome the angst of transitioning from peer to boss, engage your staff, maintain current programs while bringing on new ones, hone in on your “inner leader” skills and talents, and much more. New executive directors, and those in need of a re-charge, will find the content and conversation extremely valuable.
Steve Etcher, Manager, Location Strategies, MarksNelson, Kansas City, MO
KAVCO VOLUNTEER LEADERSHIP MODULE THREE SUPERVISIONConnie Piggott
The Volunteer Leadership Training Series is a peer-to-peer program researched, complied and created through an initiative of KAVCO members. This series of training is focused on sharing the vital elements of leading volunteers.
Becoming Your Best: New Executive Director Training nado-web
Whether you have been on the job for 3 days or 3 years, you probably feel as if you have a long way to go in terms of feeling comfortable as an RDO executive director. This session was developed by a former RDO executive director who went through many of the same situations you are facing today. Not only will he share his experiences, but he will walk you through a series of group exercises aimed at helping you develop skills needed to navigate through tough situations, better communicate with your many audiences (staff, board, funders, stakeholders), overcome the angst of transitioning from peer to boss, engage your staff, maintain current programs while bringing on new ones, hone in on your “inner leader” skills and talents, and much more. New executive directors, and those in need of a re-charge, will find the content and conversation extremely valuable.
Steve Etcher, Manager, Location Strategies, MarksNelson, Kansas City, MO
KAVCO VOLUNTEER LEADERSHIP MODULE THREE SUPERVISIONConnie Piggott
The Volunteer Leadership Training Series is a peer-to-peer program researched, complied and created through an initiative of KAVCO members. This series of training is focused on sharing the vital elements of leading volunteers.
“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.
Workplace Mentoring by Alex Clapson June 2013Alex Clapson
Are you considering introducing a Mentoring Scheme, or are you just curious about the many benefits. My paper on Workplace Mentoring is a quick-read, well referenced & a good starting point. I do hope that you enjoy reading it & feel free to contact me.
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.
Why should you be or have a mentor? Based on Ann Rolfe's 20 years experience setting up mentoring programs, this presentation describes many benefits of mentoring for nurses but applicable for all professionals.
A guide on the principles to developing an easy, non intrusive mentoring framework, with a user friendly template, as an example, that can be adapted or borrowed for use.
This slideshow demonstrates the power and effectiveness of labor union CSEA in Central New York. There's a reason we're called New York's Leading Union, and these photos of our demonstrations and our strength prove that we've earned that label. Put the power of CSEA to work for YOU! More info at www.csealocal1000.org
“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.
Workplace Mentoring by Alex Clapson June 2013Alex Clapson
Are you considering introducing a Mentoring Scheme, or are you just curious about the many benefits. My paper on Workplace Mentoring is a quick-read, well referenced & a good starting point. I do hope that you enjoy reading it & feel free to contact me.
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.
Why should you be or have a mentor? Based on Ann Rolfe's 20 years experience setting up mentoring programs, this presentation describes many benefits of mentoring for nurses but applicable for all professionals.
A guide on the principles to developing an easy, non intrusive mentoring framework, with a user friendly template, as an example, that can be adapted or borrowed for use.
This slideshow demonstrates the power and effectiveness of labor union CSEA in Central New York. There's a reason we're called New York's Leading Union, and these photos of our demonstrations and our strength prove that we've earned that label. Put the power of CSEA to work for YOU! More info at www.csealocal1000.org
Gave a talk at StartCon about the future of Growth. I touch on viral marketing / referral marketing, fake news and social media, and marketplaces. Finally, the slides go through future technology platforms and how things might evolve there.
32 Ways a Digital Marketing Consultant Can Help Grow Your BusinessBarry Feldman
How can a digital marketing consultant help your business? In this resource we'll count the ways. 24 additional marketing resources are bundled for free.
CNO Guidance 2004
“2003 Accomplishments…we increased the availability of vital leadership references, including a Mentoring Handbook, through the Navy Knowledge Online website. Using multiple approaches, we took steps to ensure every Sailor has a mentor to maximize their talents and improve their contribution to combat excellence.”
CNO Guidance 2005
“We built a mentoring culture”…..
CNO Guidance 2006
“Develop and implement a total force mentoring culture.”
CNO Guidance 2007-2008
“Developing 21st Century Leaders…focusing on root cause analysis, training, outreach and mentoring.”
OPNAVINST 1500 / 78
“Everyone in a leadership role must make a point of reaching out to their subordinates and ensure that all members of the command have access to mentors. “
Welcome to the Program Your Destiny course. In this course, we will be learning the technology of personal transformation, neuroassociative conditioning (NAC) as pioneered by Tony Robbins. NAC is used to deprogram negative neuroassociations that are causing approach avoidance and instead reprogram yourself with positive neuroassociations that lead to being approach automatic. In doing so, you change your destiny, moving towards unlocking the hypersocial self within, the true self free from fear and operating from a place of personal power and love.
1. Region 5 Spring Conference 2012
Presented By:
Field Mobilization Specialist
Michael Ottaviano
2. Whether an experienced Local /Unit Officer or
newer to CSEA, everyone understands how
hard it can be to get members motivated and
involved.
Structure of the Local/Unit is the first part to
achieving involvement. Before you can bring
members into being involved, setting up
organized operations is job one.
3. Developing an effective steward network and
working committees
Training members, developing future activists &
general membership education
Designing newsletter, website, general internal
communications plan
Helping develop Labor/Management Agenda
Educating agency fee payers to become
members
4. General membership meetings
Communications plan
Message development
Getting other members involved and keeping
them informed and involved
Planning and carrying out a variety of tactics
that give everyone an opportunity to participate
Community outreach
5. To hear members issues and concerns
To keep members informed of union victories
To distribute meeting
notices, leaflets, proposal surveys, etc.
To increase membership by signing up agency
fee payers
To strengthen our position in labor
management meetings
To strengthen our position at the bargaining
table
To negotiate better contracts
To maintain a visible presence in the workplace
6. Keep records with the following information
Name
Current Home Address
Home Telephone Number
Work Telephone Number with ext.
Cell Phone Number
E-mail Address
Keep a list of assignments with each person’s skills
and “strong suits”
Call meetings regularly
Distribute copies of meeting minutes and decisions
Review accomplishments
Plan future events
7. Job Title
Work hours/Shift
Department/Floor
Years of
Service/Experience
Gender
Language
8. Should get along well with most people
Is a good listener
Builds trust easily
Speaks well
Helps people believe in themselves
Doesn’t get discouraged too often
Is open to new ideas
Is flexible
Is honest
Has the respect of his/her co-workers
Has the ability to mobilize members
9. A union activist is an extraordinary person.
They give up their free time and at the end of
the day they get little more than cold pizza and
a slap on the back.
It is important to keep in mind the reasons
people get involved in order to successfully
recruit and retain them.
10. Idealism – Many members participate out of their
loyalty to the union and their co-workers.
Socializing – Some members work on campaigns
to meet other people who share the same
interests.
Opportunity – Many members participate to win
better working conditions, more benefits, more
money, or a better job.
Recognition – Still other members become
involved to win praise from the union
leadership and the admiration of co-workers.
12. They weren’t actually invited to participate
They weren’t invited to participate by the
right person(s)
They might be embarrassed by their
perceived lack of experience or knowledge
Participation in the union is a foreign
concept
Being active in anything is a foreign concept
13. They don’t feel like their opinion counts
They don’t agree with the plan or activity/not
part of the planning
They don’t understand the plan or the activity
They are not comfortable with the tactics or
cannot participate in the way that was asked of
them
14. GAIN CREDIBILITY
Be honest with members, co-workers and managers.
If you bluff, mislead or skirt the truth, you won’t
remain credible for long.
BE RELIABLE
If you are asked a question and you don’t know the
answer, say “I don’t know”, then get the
information and get back to the person as soon as
possible, follow through.
KNOW THE CONTRACT
Know what issues are impacting the workers. Ask if
there are solutions.
15. BE SUPPORTIVE
If activists approach you with concerns and
complaints, offer understanding, encouragement
and guidance in addressing the issues.
LISTEN
Pay attention to what is being said, show interest in
the problem, and maintain eye contact. Don’t fake
attention or allow yourself to be distracted. Don’t
interrupt. It’s impossible to listen when you are also
talking. Ask questions if you are unclear or
confused or don’t understand what is being said.
16. Ask them in person
Ask them to do a job that has a definite
beginning and ending
Give them a range of tasks from which to
choose
Ask them to do something they feel they do
well
Tell each person how his or her task fits in with
the rest of the project
Keep them accountable
17. Mentoring is usually conducted between two
individuals in a 1 on 1 situation. Ex. Union
leader to member activist
Group Mentoring works the same, with one
mentor and several mentees Ex. Union leader
to several member activists
Mentoring is a two-way street : experienced
leaders can teach newer activists and vice
versa; Both can benefit
18. Formal – the relationship is set by the
union, people are paired together and all
parameters are handled by union leadership
and educators
Informal – people begin the relationship on
their own and set parameters such as when to
meet, tasks and goals
Most common in union situations is informal
mentoring
19. Peer Mentoring – either formal or informal and
relationship is conducted between people at
same or near-same levels
Provides comfort level for member activists –
experienced with experienced, new with newer
Allows members to easily discuss their needs and
areas to improve
20. Leadership should:
Be open to learning and make time for commitment
Make themself available – open door policy
Share information, knowledge and insight
Identify internal political issues
Create trust with proper feedback
Keep activist focused and on task
Receive feedback respectfully
Support and encourage activist to new tasks and
goals
21. Member Activists should:
Be open to learning and make time for commitment
Communicate their goals
Provide and receive feedback respectfully
Take on new and different tasks
Think outside your “zone”
Evaluate personal success and expect set-backs
22. Leadership Advantages
Learn to receive and give feedback
Develop new and enhance communication skills
Reflect and address their “keys to success”
Delegate union task workload
Learn different ideas from newer activists
Aide in the development of tomorrows’ leaders
23. Member Activists Advantages
Develop new skills
Gain Knowledge of union history
Increase personal value and commitment to union
Learn and overcome barriers
Avoid internal political issues
Advance in Union leadership
Personal professional growth
24. Union Advantages
Improved communication
Build team within union
Increase union commitment and stability
Create knowledge network
Reduce activist “drop–outs”
Develop new activists who can become tomorrows’
leaders
25. Once you start a program of success, you need
to keep it working
Constantly keep your eye out for younger
workers who “know other people, have a
positive reputation and show leadership
qualities
Teach your activists to do the same
Make mentoring activists a structural part of
your local/unit
26. Inclusion – A sense of being part of what is
going on, of being included in the group, of not
being an outsider
Control – Ability to control the pace of work, to
have some influence in decision making, at
least over their own task
Appreciation – Some recognition for their
efforts and activities
27. Personal thank you notes
Public recognition at meetings
Mention and photo in newsletter
Framed certificates of appreciation
Engraved plaques
Opportunity to attend training programs or
conferences
28. Gets easier over time, especially if you find ways to
keep people involved between contract battles or major
crises
Gets easier with each successful action or campaign
because members start to feel powerful and want to
continue
Consistently done over time, will change the mind-set
of the membership and culture of the local or unit