A Centerpoint for Leaders e-publication designed to give you relevant and concise information on leadership and organizational development.
Because of Lance Secretan's quote, many of my ideas about leadership, are informed by my heart. While we can measure the EFFECTS of leadership in bottom lines, for instance, the real measure is not in the statistics, but in the heart. And while we can't always count it, record it, or specify it, we easily recognize it.
Our greatest leaders exhibit a charisma that touches our heart strings as well as our neurologically-based brains. Acknowledged leaders utilize the emotional side of their lives to encourage, share and perpetuate many aspects of leadership: a spirituality, if you will, that has little to do with lists of specific characteristics, actions and strategies. Such ideas might lead us to believe that leadership is born in and flows from the heart.
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by Gregg Thompson
I find the following questions particularly useful for organization leaders assessing their impact:
1. Alignment: Are all the arrows going in the same direction?
2. Engagement: Does everyone bring their best efforts every day?
3. Retention: Do people stay through good times and bad?
4. Innovation: Is there a constant supply of ideas, change, and improvement?
5. Collaboration: Does important work get completed with no one person taking credit?
6. Talent: Is the organization known for exceptional talent and development?
7. Productivity: Are people 2-3 times as effective as those in competing organizations?
8. Agility: Do people thrive on change?
9. Responsiveness: Does the organization live ahead of the curve?
10. Pervasive Leadership: Is there extraordinary leadership throughout the organization?
To read the entire article, visit here and download the October 2007 pdf.
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by Tim Newman, EdD., ATC, York College of Pennsylvania
One of the goals of Deming's TQM movement was to create a culture for change within an organization. To create change, the head of the company must commit to developing a vision the employees will embrace.
Deming created the following framework of fourteen quality management points: (1) create constancy of purpose; (2) adopt a new philosophy; (3) stop mass inspections; (4) end price-tag contract awards; (5) improve constantly; (6) institute training; (7) institute leadership; (8) drive out fear; (9) break down barriers; (10) eliminate slogans; (11) eliminate quotas; (12) remove barriers to pride in work; (13) education/re-training courses; (14) action.
To read the entire article visit here.
Among the acceptable forms that nonprofit advocacy can take are: issue identification, research and analysis; education of the public on crucial issues; lobbying for or against legislation; voter registration and education; litigation; lobbying governmental agencies at all levels; participation in referenda or initiative campaigns; grassroots organizing and communication with local leaders; and testifying before governmental bodies.
Often, we really believe that if you tell people there are hungry children, someone will do something about it. But yet, 20 years later, there are still hungry children. The facts are important, but nonprofits need to be prepared to play inside issues of power.
To read the entire Think Tank Report, please click here.
Nonprofit Good Practice
When you visit the Nonprofit Good Practice website, the home page features a storehouse of resources for you to explore in the areas of advocacy, evaluation, financial management, fundraising, governance, marketing and communication, organizational management, technology and volunteer management.
The special featured section in late November is a collection of resources addressing the prediction that the nonprofit sector will need to attract, recruit and retain 640,000 new leaders in the next decade. Happy hunting!
To visit the website, click here.