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JULY/AUGUST 2008 

A Centerpoint for Leaders e-publication designed to give you relevant and concise information on leadership and organizational development.

Thoughts From Sandra

Like it or not, all of us are likely to create adversaries during a lifetime. But, as we navigate the rivers and streams of life, those "adversaries" and "sad situations" are but ripples.

Spirituality and its manifestations help us, in our relationship with other persons, to better understand our connection to all creation, and to desire the highest good to be manifested for everyone involved. We are better able to "uplift humanity" by continuously focusing on a greater good ? something larger than ourselves.

Such activity may result in happiness, a heart of gratefulness, generosity of spirit, Nirvana or psychological health. Call it what you will, our psychological health affects the way we relate to everyone, including our adversaries.

by Steven E. Mayer, Ph.D.

Needed: useful evaluation questions. ?What is being achieved through this effort?? and ?What kind of results are you getting?? are worthwhile questions that must be addressed to be fair to those who support this work. But demands for ?measurable impact? and ?outcome measures? are inappropriately placed on separate, local efforts; they apply more to the bigger picture.

Think courtroom, not science. To appreciate these better questions, try this mental exercise: assume the program you support or operate has been accused of being trivial or ineffective, doing nothing to reduce disparities or improve social justice. What evidence could you provide in its defense?

No less rigorous or accountable. Asking for ?evidence of progress? is by no means a diminished demand for rigor. Instead, it frames evaluation in more familiar and approachable terms. 

A structure for investment and evaluation. The Pathways to Progress outlined on JustPhilanthropy.org are designed to serve as ?performance dimensions? or ?criteria for evaluation.?

Cited and used with permission from JustPhilanthropy.org. To read the whole article in PDF format, please visit here.


by Harvey Robbins and Michael Finley

If you have been thrust into a position of sudden responsibility, you need The Accidental Leader. This book will give you the information you need to:

?  Know what you bring to the challenge
?  Get other people on your side
?  Overcome your natural shortcomings
?  Get organized ? right now
?  See through the system to the culture within
?  Direct people and get them to act

To read the entire article, visit here.

by Dennis Lindoerfer

When to Hold. There are times to leave it be, says Lindoerfer. You may see something that isn't good for the team, but keeping quiet (at least for now) is a good approach if: a) the problem is resolving itself, b) change in the team is about to occur, or c) you need more information.

When to Raise. Then there are times to take it forward. Raise your concern if: a) what's happening is a clear problem for the team's effectiveness, b) things are getting worse, or c) the team's current way of working will become an even bigger problem in the next phase.

Cited and used with permission from the Center for Creative Leadership. To read more or purchase the book, please visit here.

A Great Electronic Leadership Resource

LeadershipNow

At this website, you will find hundreds of quotes on leadership indexed by topic. For instance: attitude: The greatest discovery of my generation is that human beings can alter their lives by altering their attitude of mind." William James, Psychologist. To check out all the quotes, click here.

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