Category Archives: Leadership

Is your organization ready for Telecommuting?

Dave Blankenhorn

 

A growing number of workers are looking for benefits that lead to a greater balance between and home life. Recent research from the staffing firm of Robert Half found 77% of professionals surveyed would be more likely to accept a job offer if there is a possibility of telecommuting at least part of the time.

53% of employees polled by Gallup say a role that allows them to have a greater work-life balance is “very important” when considering a new job with 37% indicating they would switch jobs if an opportunity arose with a telecommuting option at least part of the time.

An organization needs to decide if there are positions that would lend themselves to this model. It seems people who perform creative tasks can be 20% more effective but those with repetitive roles 10% less so. There is a proven cost savings factor in reduced turnover and absentee rates by allowing people to work from home.

The drawbacks according to the Half survey include people abusing the benefit (22%), and strained personal interpersonal relationships due to a lack of face time. Many people like to be around other “team” members and are more productive in that atmosphere.

When it comes to telecommuting there are no easy answers. However, as the job market tightens and more competitors move this way, it makes sense to evaluate it and see if this a time to take the step.

Author:  David Blankenhorn, 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

“Business Coaching & Mentoring for Dummies”

Michael Kogutek, nonprofit management coach

Michael Kogutek

 

 

Book Review by Michael D. Kogutek

“ Business Coaching & Mentoring for Dummies” Marie Taylor & Steve Crabb, John Wiley & Sons,Inc. (2017)

The title of this book is a total misnomer. This is not a book for dummies but one for mentors and coaches who want to develop their professional skills. The authors spend time defining what coaching and mentoring are. They detail what the differences are. This is a comprehensive foundational overview for coaches and mentors. Resources and tools are explained to set up a coaching and mentoring engagement. The book is filled with business strategies, key concepts and effective techniques. There are written and verbal exercises are provided to help one take your client to the next level. What makes this book stand out from others is the detail spent on the psychological  dynamics that clients bring to the coaching and mentoring situation. I highly recommend it. You may want to consider purchasing this book as it would be an excellent reference book on your shelf.

Can Your Data Tell a Story?

Adrianne Geiger Dumond

 

 

 

How many of us input data, and never see it again, lacking an effective way to use it? What if the data could tell a compelling story that might inspire others to support the mission? An article on the Stanford Social Innovation Review website provides some recommendations for helping your data tell a story/[1]

 

1. Data storytellers answer a question – “so what”. I recently had a client whose services had added 20 customers for the quarter. That number had no significance until he asked some questions:

  • What percentage is 20 of our customer base?
  • How does this effect our operation?
  • Who needs to know these numbers?

Analysis of the data leads to clarity and to more questions.

2.  The data should inspire us to ask more questions.

Back to the example:

  • What factors contribute to this increase?
  • How does it effect staffing?
  • What external factors are contributing to the increase?
  • How can we portray this information graphically for social media purposes?

3.  The use of rigorous analysis is better than numbers on a page. A concise Executive Summary of the findings from the analysis is a first step.The author, Jake Porway, favors visualization of the data over raw numbers – a graph or pie chart to crystallize understanding for an audience. Porway has several websites in his article for learning more about data visualization. This may be difficult for some IT personnel. But the goal may be worth the investment in order to impress upon donors and volunteers, viewing the media source, that their service and contributions are needed and welcomed.

[1] Three Things Great Data Storytellers Do Differently,  Jake Porway, author, Stanford Social Innovation Review, June 8, 2016

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

Writing Effective E-mails

Michael Kogutek, nonprofit management coach

Michael Kogutek

 

In this age of increasing technology, e-mail communication has become front and center. I found a terrific mini course on this subject at nonprofitready.org. It is 8 minutes long. The takeaways are: (a) avoid vague subject lines (b) Be personal  (c) Be visual (d) Be structured

(e) No big blocks of text (f) Is there a better way to communicate like phone call or in person meeting. The course advocates the use of the acronym SMART: Specific,Meaningful,Appropriate,Relevant and Thoughtful. I highly recommend the course.

I also want to endorse the website nonprofitready.org. It contains over 300 free courses to take in the NP sector. Many of the courses are from Australia, New Zealand, South Africa and Europe. One gets a global flavor of the NP world.

We at ECofOC are strong advocates of the website. The micro-learning center offers courses less than 10 minutes in duration. It is a strong resource for our coaching clients and ED Forum Members.

Author:  Michael Kogutek, Executive Coaches of Orange County, ECofOC.org

Leading From Behind

Karen Haren

 

 

One of the biggest challenges nonprofit Executive Directors report is having effective boards. Effective boards don’t just happen, they are developed and supported by effective Executive Directors. The Executive Director leads the board from behind ensuring the board is prepared to fulfill the it’s role in governing the organization.  Here are 5 key responsibilities of ED.

  1. Build a strong partnership with the board chair. Keep the chair informed of any issues.  There should be no surprises between these two partners.
  2. See that officers and board members are oriented and trained. Spell out expectations, provide background on roles, structure of the organization, mission, programs, fund raising, finances, strategic plan, successes and challenges etc.
  3. Prepare for board meetings. Develop an annual strategic agenda calendar for board meetings. Draft the board agenda and discuss with board chair, prepare background materials for actions that the board is being requested to take, distribute packet to board members one week before the meeting. Consider having a web page for board members with bylaws, board minutes, board calendar, meeting materials etc.
  4. Ensure the organization has a strategic plan. Annual plans, budgets, and staff performance plans all flow from the strategic plan. Present a dashboard at each board meeting that shows the board where you are in achieving the targets in the strategic plan.
  5. Ensure there is a performance management process for the ED. The criteria for the review as well as the process and time line should be spelled out at the beginning of the fiscal year.  Compensation and an annual raise should be tied to the performance review process.

While the ED may not be the individual who completes all of these tasks, it is important that the ED ensures that these tasks are accomplished.  Leading from behind ensures an effective governing board.

Author:  Karen Haren, Executive Coaches of Orange County, www.ECofOC.org

New Year Invites Reflection and Evaluation

Michael Kogutek, nonprofit management coach

Michael Kogutek

 

On behalf of all the coaches at Executive Coaches of Orange County, we want to wish you and your family a Happy New Year. May it be blessed with good health, peace and happiness. We at ECofOC are grateful that our 115+ clients have chosen to turn to us for individual coaching or for our Executive Director Forum (32 members), or for both.

For the past 15 years, we have been living our mission of helping nonprofit leaders  and managers become more effective, efficient and successful so their organizations can do more of their good work in our community.

The new year offers a time for us to pause and take an inventory of where we have been and set new goals for the future. The services of ECofOC may provide you an opportunity to move forward and up your game. Change  needs to be met with accountability.

Coaching  provides a  one-on-one relationship to nonprofit leaders. Our coaches help managers set specific goals and solve difficult issues from a nonjudgmental perspective in a confidential setting. Coaching can address virtually any nonprofit management issue, including board development, fundraising, outreach, leadership, management, finance, IT and HR issues, personal development and career planning.

Our Executive Director Forum is comprised of 10 to 12 executive directors facilitated by two experienced ECofOC coaches in monthly meetings using a proven process to guide the group to practical solutions for issues brought to the table by each participant. These sessions allow executive directors to test ideas and work though issues with a group of their peers.

We  hope you will consider getting a coach. If you are a manager with a non-profit organization in Orange County, you can apply here at www.ecofoc.org. The price is right; it is FREE! Our team of coaches are prepared to take you where you want and dream to go. The moment and power of change is now!!

Author:  Michael Kogutek, Executive Coaches of Orange County, www.ECofOC.org

 

Changing Leadership Skills for the Promotion

Adrianne Geiger Dumond

 

Even good leaders often face uncertainty when they consider what skills need changing in the new job. In a recent newsletter published by the Center for Creative Leadership, they present four (4) important attributes to consider: Self- Awareness, Communications, Influence, and Learning Agility. The premise is that these skills vary depending on the job level in the organization.[1]

Self Awareness: This knowledge may be the most important for the accomplishment of all the skills. For example, do you lead intuitively, deliberately, or strategically and to what degree? If you move from an operational level to a management level, will you need to think strategically and how do you get there? Self-assessment instruments and feedback surveys provide this kind of knowledge so a person can use his/her strengths effectively and make adjustments to the weaknesses. ECOC has coaches skilled in this process and are able to assist in the planning and execution of this process.

Communications: Communications becomes more complex as one moves up the ladder. It is basic to success at many job levels, but requires a different perspective in a larger role. This is especially true if a new boss has been a peer before. Different skills may be building trust, encouraging discussion, listening well, and conveying the vision, mission, and strategic intent.

Influence: Now you need to bring people along and influence their thinking, align the actions of others, and build commitment to achieve measureable outcomes. Again, it is wise to know one’s style of doing this so that adjustments can be made, if necessary. New skills required may be: presenting logical and compelling arguments, more focus on steering long-range objectives, giving insight, inspiration and motivation.

Learning Agility: Being constantly open to learning provides the confidence it takes to learn new skills. “ Learning agility involves asking good questions, respect for give-and-take, listening well, and being open to feedback. For senior leaders, learning agility also includes inspiring learning in others and creating a culture of learning throughout the organization.”[2]

[1] “Leading Effectively”, The Center for Creative Leadership, September 29, 2017.

[2]  Ibid.

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

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: http://www.ica-usa.org

Author:  Michael Kogutek, Executive Coaches of Orange County, www.ECofOC.org

“Ethos of Change” by Stambouly, Amazon 2015

Michael Kogutek, nonprofit management coach

Michael Kogutek

Book Review by Michael D. Kogutek

Ernest Stambouly is a colleague  and friend of mine at ECofOC. He is a dynamite coach who delivers passion, innovation and change in his coaching process.

If you are looking for a book discussing the conventional and traditional ideas of change in individuals and organizations, this book is not for you. “Ethos for Change” is an out of the box body of work that will challenge your current beliefs. In the first part of the book, Ernest writes about change. He talks about his philosophy and psychology regarding change. Self disclosure about his own journey of the subject is refreshing, engaging and connecting. He sets forth three specific conversations that one must use to transform the change process. Most importantly he openly discusses how resistance is the major obstacle in this process. Legitimizing and talking out loud about resistance is critical. In discussing the dynamics of change, Ernest mentions how language and discerning mood states is very helpful. The second part of the book is a road map full of applied and practical interventions to make the process come alive. Ernest is under no illusion that change is easy. It is a state that is uncomfortable and uncertain Keep in mind that what he is proposing will take courage, a leap of faith and the willingness to confront your old beliefs.  This book will have to be read several times to internalize the concepts.  Reading this book is an invitation to change and transformation.

Author:  Michael Kogutek, Executive Coaches of Orange County, www.ECofOC.org