Category Archives: Michael Kogutec

Focused Conversation Practice, Action Planning and Consensus Building

Michael Kogutek, nonprofit management coach

Michael Kogutek


The skills mentioned in the above title are a must for every NP manager.  Last week I took a two day workshop at One OC that focused on those skills. The course is called ToP Facilitation Methods and taught by ToP facilitators Becky Foreman and Emma Diaz. The ToP methodology is associated with a group called the Institute of Cultural Affairs (ICA).   ICA programs strengthen the capacities of organizations, communities, and individuals to build and implement innovative plans of action that draw upon assets and social capital in a collaborative manner.

Here is the description of the specific workshops:

The Focused Conversation Method: This common sense approach leads naturally to a meaningful exchange of ideas

  • Conduct purposeful discussion
  • Capture a group’s best thinking easily
  • Surface new ideas and solutions
  • Stimulate candid feedback


The Consensus Workshop Method: This Structure process is so engaging people are energized getting to consensus.

  • Tap rational and intuitive thought processes
  • Integrate diverse ideas
  • Generate practical and creative solutions
  • Develop group consensus


The Action Planning Method: These practical steps help groups plan, organize resources and build commitment.

  • Visualize a successful result
  • Analyze the current reality
  • Create a practical plan
  • Maximize group involvement


This was a first class workshop. The leaders are  top notch professionals. If you are a NP manager looking for ways to activate group participation, this workshop is the ticket!!! It helps groups think, talk and work together.

Institute of Cultural Affairs:

Author:  Michael Kogutek, Executive Coaches of Orange County,

Coaches- Who are they? (Coaching Series: Part 2)

Michael Kogutek

Michael Kogutek




Coaching may be defined by the way it is practiced and delivered. William Ryan (2009)* prepared a report for the Hass Family Foundation here in California on coaching in the non-profit sector. Ryan developed three distinct categories of coaching. It includes: 1. Coaching as a profession. 2. Coaching as a practice 3. Coaching as a perspective. I would like to expand these three approaches.

  1. Coaching as a profession. These are people who are involved and advocate formal training for coaches. Also they offer coaching services as a livelihood. They embrace coaching as a profession. The most prominent organization that credentials coaches is the International Coaches Federation (ICF). It started in 1995 and has 60 chapters worldwide. It has 48,000 members with 20,000 credentialed. ICF estimates $2 billion of revenue is produced by professional coaching services.
  2. Coaching as a practice. These practitioners rely on their experiences as former Executive Director’s (ED), consultants to inform their work as coaches. They utilize coaching in addition to consulting and organizational development. This group also generates revenue for their livelihood.
  3. Coaching as a managerial and leadership perspective. This group are not coaches but rather managers who use coaching as a management and leadership capacity. BlessingWhite** indicated in a 2009 study that 52% of their survey respondents indicated they received coaching from their current manager. This group deserves special consideration as it is quickly becoming the goto managerial style for both corporate and non-profit organizations. It’s biggest advocate is the consulting firm Deloitte. It wants to be a thought of as a “coached” organization. They view coaching as a daily leadership practice.
  • William Ryan (2009) ‘Coaching Practices and Prospects: The Flexible Leadership Award in Context.”

**BlessingWhite (2009) “ The Coaching Conundrum”

For more information on our no-cost coaching services for Orange County, CA nonprofit managers and leaders, please go to

Author:  Michael Kogutec, Executive Coaches of Orange County,

Rethinking Motivation

Michael Kogutek

Michael Kogutek


Historically we have come to believe in the “carrot and stick” approach to rewarding our work force. Time for another look!

Harry Harlow, Ph.D., was a professor at the University of Wisconsin. In 1949, he conducted an experiment with monkeys to study motivation. The monkeys were given a puzzle to solve and were not rewarded in any way. On the 14th day, the monkeys became quite adept in solving the puzzle code. Harlow concluded that the drive of the monkeys were internally motivated. This study went virtually unnoticed for about 20 years.

Edward Deci,Ph.D., is a professor of psychology at the University of Rochester. Deci in the 1960’s replicated Harlow’s study with human subjects. He corroborated Harlow’s findings and advanced the Self Determination Theory furthering the notion of intrinsic motivation.

Daniel Pink in 2009, in a book titled “Drive” reviews the literature on motivation in the business world that includes the above two studies. He puts forth a new view on the nature of rewards in human motivation. He states that we are internally motivated by three principles: (1) Autonomy – People want to have freedom and control over their work. (2) Mastery – People want to be more proficient at what they do. (3) Purpose – People desire to belong to something bigger than them. Pink mentions companies like 3M, Atlassia, Meddius and Zappos taking the above principles and applying them to their corporate milieu.

It is time to consider the role of intrinsic rewards in our managerial world of non-profit organizations.

Author:  Michael Kogutec, Executive Coaches of Orange County,