Category Archives: Adrianne Geiger DuMond

Good Leaders are Confident…But OOPS! Overconfident?

Adrianne Geiger Dumond

Good leaders are confident. Their confidence inspires trust and a sense of fulfillment for the mission. But there can be a fine line between confidence and overconfidence. The Wall Street Journal recently published an excellent article about this conundrum.[1] I will address the four questions, which are very explanatory, then add the characteristics that show up in leaders who are arrogant (overconfident?).

Four questions to ask yourself: The author of the article, Sydney Finkelstein, notes four questions that allow a leader to do a self-evaluation. They are:

            • How much time do I really spend listening?

            • Do I originate most of the ideas?

            • Do I often feel like I am the smartest person in the room?

            • Do I think of myself as indispensable to my business’s success?

The article includes some findings from a random survey of workers across the US, done online, that distinguishes characteristics of ‘bad’ managers called “The Impact of Arrogance”. Many relate to being overconfident. They are:

            • Doesn’t show concern for my career and personal development.

            • Isn’t open or interested in feedback.

            • Wants to prove himself/herself right.

            • Isn’t self-aware.

            • Betrays trust.

            • Plays favorites.

            • Doesn’t listen.

Believing in yourself makes for better outcomes. But as the author says, “in management as with everything else, you really can have too much of a good thing”.

Author:  Adrianne Geiger DuMond, Executive Coaches of Orange County, www.ECofOC.org



[1]Confident or Overconfident? Four questions to Ask Yourself” by Dr. Sydney  Finkelstein (Dartmouth College), the Wall Street Journal {C-Suite Strategies), February 25, 2019.

Performance Reviews Made Easier

Many managers dread the performance review process because of the time and preparation needed to deliver to and support their employees. BoardSource recently posted an article with practical suggestions to make the process easier.[1] The premise of the article is that more frequent, focused, and conversational discussions are more effective than the once a year variety. The author also contends that these are more efficient and timesaving.

Adrianne Geiger Dumond

The Quarterly Review: Future Outcomes

The article recommends having goal-focused reviews quarterly, keeping the focus on future outcomes. Even checking mid-quarter on progress helps. Holding positive conversations about progress makes the process far less full of tension and anxiety. Here are some questions to pursue:

  1. What has gone well in your progress toward your goals?
  2. What has blocked your progress, and what changes do you need to make?
  3. What do you plan on doing next?
  4. How can your manager help you?

As a coach, I think this model is a very good one for one important reason – it teaches all involved to think strategically. At the end of the time frame (quarterly or yearly) a team can ask:

  1. If performance went well, what can we capitalize on for next year;
  2. If the project didn’t go as planned, what changes can be made the next time, and/or what adjustments can be made.

Thinking strategically is a very important skill for being a manager. Therefore, by following this pattern, managers are also mentoring employees for more responsibility or promotion. In addition, employees receive clarity about  their manager’s expectations.


[1] 3 Ways to Lighten up Performance Management Process, Randal Vegter, NewsCred, BoardSource, February, 2019

Characteristics of a Good Leader

Adrianne Geiger Dumond

When plans don’t go as we hoped they would, or we get discouraged, we may ask ourselves what went wrong. What kind of a leader have I become? I recently read a very interesting article that provided the ten most important characteristics of a good leader. The Center for Creative Leadership (CCL) is known for its rigorous research on leadership styles.  Their commitment to growing good leaders is unparalleled.

Based on their research – interviews with leaders from many parts of the world – CCL found a consistent core of leadership traits. They are…

            • Honesty                                • Commitment

            • Ability to delegate                • Positive attitude

            • Communication                    • Creativity

            • Sense of humor                     • Ability to inspire

            •Confidence                            • Intuition

I have already blogged about self-awareness – a good start on knowing if we possess any of these qualities. Another test might be to focus on a good leader we know and ask, “do they have these characteristics?”

May this information help your organization select and develop strong and authentic leaders.

Author: Adrianne Geiger DuMond, Executive Coaches of Orange County, www.ECofOC.org

Organizational Changes Require Good “Facilitation Skills”

Adrianne Geiger Dumond

When organizations go through change, good leadership skills are necessary to withstand the uncertainty. A leader with good facilitation skills can assure a smooth transition and support transparency. The skills are required for good collaboration and consensus building. A significant skill to this learning is the ability to ask good questions, which fosters meaningful group discussion. Involving the whole group provides authenticity to the discussion and helps the group think through difficult issues.

How it might work: The CEO has announced some major changes in policy or operations, and you are about to meet with your staff to clarify the changes. You are interested in modeling for them the way in which they may take their teams through the same process. You want to prepare all levels of management to explain and communicate the message. Here are some questions to help the process:

What are your questions or concerns about the changes? Your goal is here is to let the staff know that you are open to their input and are willing to listen. You might even choose to take notes so you can follow up later, or brief the CEO. Be sure to emphasize that all comments and information are confidential to only those in the room. This needs to be emphasized early on.

Who on your team will be the most affected by the changes? It is important for staff to clearly think through how the changes will affect all employees. This is your chance to help them realize the impact of change and personalize the resolution. You can assure them of your support and that of the organization’s.

Can anyone share with us how they plan to meet with their team for this? An open discussion about methods and strategies helps others to formulate their plans – providing learning for those more hesitant or less skilled. It is important to give affected people as many options and as much participation as possible.

What else can I do to make your challenges easier? It’s important for a leader to demonstrate humility and accountability, and not just authority in helping employees adapt and accept the resolutions to the changes. Patience and support are key leadership skills here – longer than one might feel is reasonable. We do not all change at the same pace. Keeping a positive attitude and being accessible also helps.

Author: Adrianne Geiger DuMond, Executive Coaches of Orange County, www.ECofOC.org

Self Awareness: Major Component of Good Leadership

Adrianne Geiger Dumond

 

The Center for Creative Leadership (CCL) is an internationally respected management development business that has groomed executives and senior managers in leadership for over 50 years. Self-awareness is a major thrust of their week- long program. Executives spend ½ day being privately coached about the 360 degree feedback surveys, sent back home to peers, staff, and employees for their input.

CCL recently published a newsletter that encourages self-awareness and I will briefly summarize their key points.[1] The newsletter points out that often leaders are ‘out-facing’, meaning they are communicating with or influencing others. Learning and self-awareness seem to fall away in importance.

The four pathways to self-awareness are:

  • Leadership Wisdom: These are experiences you have had that can be applied to challenges of the future, taking time to reflect, what worked well, what did not.
  • Leadership Identity: This is who you are and how others see you in your personal and professional context. Some of this is a given – sex, age, race, ethnicity, height. The next identity is your status, or characteristics you control – occupation, political affiliation, hobbies, etc. But then, what about your inner core of values, beliefs, behaviors. Although these latter ones may vary over time, they still remain a significant part of your identity. Knowing your leadership identity may help bridge any gap you may have with those who think differently from you.
  • Leadership Reputation: This is how others perceive you as a leader. This was the information provided to the executives attending CCL in their 360 degrees feedback. Assessments are powerful tools for helping a leader understand their strengths and limitations. They are available through the Executive Coaches of Orange County.
  • Leadership Brand: This is the kind of leader you aspire to be, and the time and thought you choose to give to it.

I am biased in favor of the methods which CCL uses, since I worked for 10 years as adjunct faculty, interpreting the 360 degree feedback reports and know how helpful it was for the participants who took advantage of the opportunity. I urge you to read the article below.

[1] Four Surefire Ways to Boost Self-Awareness, Leading Effectively Newsletter, the Center for Creative Leadership, August 29, 2018

Author:  Adrianne Geiger DuMond, Executive Coaches of Orange County, www.ECofOC.org

Future Nonprofit Challenges: Stifling Innovation

Adrianne Geiger Dumond

 

The United Way recently released a survey of nonprofits, identifying the issues facing nonprofits. I will list some of them, and then describe some behaviors that we, as leaders and managers, subconsciously do to sabotage innovation.[1]

Issues Facing Nonprofits:

  • Difficulty to change and be flexible;
  • Looking and thinking beyond what they have walking though the door every day
  • Being sustainable;
  • Lack of collaborative spirit; Many only see and value what they do;
  • Collaborate in short term because it seems convenient;
  • Flexibility, ability to adapt to policy changes;
  • Personnel turnover;
  • Clear succession planning.

 

Behaviors that Stifle Innovation

  • Not evaluating a creative idea thoroughly: don’t commit the necessary resources or systems;
  • Confining innovation to R & D;
  • Forcing structure and hierarchy;
  • Pushing a top-down approach;
  • Criticizing first; not praising the effort to be creative;
  • Rejecting ambiguity
  • Acting like a know-it-all.

Innovation surrounds us, even when we choose not to acknowledge it. Innovation supports the precept that leaders must be “transformational” (comfortable with change) rather than “transactional” ( conducting business as usual). I have a distinguished coach colleague, Ernest Stambouly, a high-technology expert who has written extensively about ongoing rapid change in technology, and what it means for nonprofits and social enterprises – now and for the future. In his blog “Modern Technologies Hold a Promising Outlook for the Nonprofit”, he shares how innovation will no longer be confined to corporate R&D but will be the power tool for the transformational leader in the nonprofit. I encourage you to read it at http://ecofoc.org/category/by-author/ernest-stambouly/.

 

[1] 9 Ways Leaders Subconsciously Sabotage Innovation, the Center for Creative Leadership newsletter, July 31, 2018

Author:  Adrianne Geiger DuMond, Executive Coaches of Orange County, www.ECofOC.org

Can Nonprofits Meet the Challenge of Social Change?

Adrianne Geiger Dumond

 

 

There is a movement afoot that supports “collective impact” by nonprofits. That is, for agencies serving similar (or the same) target populations, they should consider collaborative planning and actions with government, funders, and foundations, to better maximize resources. With trends that predict less government funding and an exponential need for services, proponents of this movement tend to minimize the effectiveness of individual organizations tackling a major social problem.

Perhaps the best example of this approach is the Orange County Human Trafficking Task Force that unites the various services that respond to this need. There is law enforcement, rescuing agencies, housing agencies that all must play an important role in fulfilling the mission. I have written in a past article of the changing nature of governance in nonprofits because of similar opinions about how social change needs can be more effectively handled. And there are other national sources who are expanding on this theme.

There is UCLA and the Center for Civil society that has collaborated with consultants to espouse the Nonprofit Sustainability Initiative. The Stanford Social Innovation Review has an article and movement titled “Collective Impact” which I highly recommend for any agency thinking about the shift.

The thesis for Collective Impact is that ‘large scale social change comes from better cross-coordination rather than from the isolated intervention of individual organizations.’ The article states five conditions of collective success:

  • Common agenda – a shared vision of change.
  • Shared measurement systems – claiming web-based technologies have enabled common systems for reporting performance and for measuring outcomes.
  • Mutually reinforcing activities – participants undertake activities for which they are best trained and accountable, but that support and coordinate with the actions of others.
  • Continuous communication
  • Backbone Support Organization – a separate organization and staff with a specific set of skills that provides the infrastructure that is required for the     collaboration to succeed.

I encourage you to be aware of these changing trends even if your organization is thriving. I believe that this knowledge should be part of a strategic planning process to help participants know the reality of what is in the nonprofit universe of thinking.

Author:  Adrianne Geiger DuMond, Executive Coaches of Orange County, www.ECofOC.org

Learning from Failure

Adrianne Geiger Dumond

 

 

Most of us have experienced failure at some point in our lives – lost a job we wanted, lost a promotion, lost a contract or grant. I recently read an article that put a different spin on failure – learning from the experience. After enduring the disappointment, what comes next? With a mindset to associate failure with improvement and growth, this can be a springboard to future success.

 

1.Failure can make us like a ‘scientist’ – like the research chemist that tries again and again, to achieve his chemical theory:

– What factors went into the outcome?

– Who do I know who could give me insight and advice on these factors?

– Should I return to the decision maker for some honest feedback?

– If so, what is my behavior like – appreciative, sincere, not defensive?

 

  1. Failure demands reflection. The point is to examine the failure to determine if the cause might be part of our own weaknesses. Hopefully we can acknowledge what weaknesses may be holding us back – job assessments or performance reviews. But don’t let this knowledge shield you from the strengths for which you are already recognized. Those strengths are what took you to the present state and will be needed as you go forward.

 

3.Failure must generate a ‘can-do’ attitude. Albert Einstein was famous for saying, “a person who never made a mistake never tried anything new”. The reaction to failure is a test of character. A winner is a loser who just tries one more time.

Author:  Adrianne Geiger DuMond. Executive Coaches of Orange County, www.ECofOC.org

 

Are You Prepared? The Breach of Data Security

Adrianne Geiger Dumond

 

 

I recently wrote about the benefits of data as a public relations tool – especially when the IRS Form 990 is available to the public. I would be remiss if I didn’t address the possibility of such data being hacked. “The philanthropy community is still catching up to the digital security needs faced by civil society” says two security experts, whose article is noted below.[1]

The article recommends four steps to take to be AWARE of the risk. They are:

  1. Commit to digital security as essential to all work. Although digital security work takes resources and energy, it is critical to keep a focus on its importance. Like fiscal responsibility and good governance, digital security needs to be part of strategic planning.
  1. Take big responsibility for big data. Organizations must take responsibility for stewarding their data seriously, or many people they serve, engaged supporters and institutions may be at risk.
  1. Prioritize “capacity building”. This means addressing the structural vulnerabilities that make it easy for an online adversary to attack the organization. This includes auditing the specific systems the organization uses to store, share, and process user data. The authors point out that individual training programs are not sufficient, since the ground is always changing. It takes focused, structural change. 
  1. See the shared threat as a call for interdependence. Digital security is a shared responsibility among funders, donors, partners, and our own customers and clients. Organizations need to be realistic about the interdependencies and work together to avoid the risks. But lastly, data security relies on a structural, system-wide focus in the organization to avoid the risk.

[1]Tackling Digital Security Across Civil Society”, Josh Levy & Katie Gillum, Stanford Social Innovation Review, April 20, 2018

Author:  Adrianne Geiger DuMond, Executive Coaches of Orange County, ECofOC.org

A Guide to Succession Planning

Adrianne Geiger Dumond

 

 

Succession planning is one of the hardest activities that non-profits take the time to consider. I was recently given a document that I feel every non-profit leader should read. This is because it provides every single consideration, every step, and many resources for completing the task. It is called, ‘Building the Organizations:Succession Planning for NonProfits’, funded by the Annie E. Casey Foundation. The author is Tim Wolfred of CompassPoint Nonprofit Services (compasspoint.org).

The document is 20 pages, and I would like to just tell you some of the subjects included, in the interest of space.

  • Three ways of thinking about succession planning:
    • Strategic leader development – assuring the right skills are present for the leadership in the strategic planning process.
    • Emergency succession planning – the document does an excellent job of laying out first steps, of demystifying the hesitancy that ‘being prepared’ might engender, and providing care for the departing leader.
    • Creating the probability for successors to the Executive Director and other important leaders to emerge from your talent pool.
  • A Succession Readiness list
  • The importance of sharing knowledge – to increase bench strength
  • The nuts and bolts of Departure-Defined Succession Planning – when a leader announces a departure date ahead of time.
  • Getting the Board on board
  • The Tough Issues
  • Finding an Interim Executive Director
  • Tools You Can Use – and where to get them
    • Staff surveys
    • Stakeholder Surveys
    • A sample of an Emergency Succession Plan – with steps to how to accomplish the plan (compasspoint.org/et).

I hope this information will encourage you to consider succession planning as vital to the success and sustainability of your organization.

Author:  Adrianne Geiger DuMond, Executive Coaches of Orange County, www.ECofOC.org