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An Executive Director Describes Her Coaching Experience as Transformational

Michael Kogutek, nonprofit management coach

Michael Kogutek

 

At a recent ECofOC meeting, BB Maboby shared information about her organization and coaching experience with John Benner, an ECofOC Coach. She is the ED of the non-profit called  SmileOnU (https://www.smileonu.org).The mission is: “Beyond the basic act of eating, dental health is vital to a person’s overall health and appearance. Knowing that there are people who cannot afford to see a dentist, even when suffering from toothaches, loose teeth, or toothlessness, weighs heavily on us here at SmileOnU. Our mission is to rebuild the smiles of those in need, so that the rebuilding of their lives is that much easier.”

John has coached BB for the last three years. BB describes her coaching  experience with John:

“I remember when I first met John, I asked him why do people have coaches? He said, “because starting a non-profit on your own can be a lonely place”…

I can’t tell you how true this is. A lonely place that which words cannot describe.   It’s been almost 5 years now that I’ve started SmileOnU, a non-profit that provides dental-care to those in need. The first couple of years was all fun, I got to do whatever I wanted it was new and exciting, but then the hard reality of running a non-profit kicks in … The real stuff that keeps an organization running; growth and sustainability– and if I wanted to keep doing what I love; SmileOnU- I will have to sustained this somehow.

Now that I’ve been working with Coach John for a few years; without John’s knowing, just his presence alone that holds me accountable has been one of the most powerful forces in keeping me going at times. John’s reassurance and guidance through the tough times has helped me go through unexpected territories and hurdles of running a start-up non-profit.

John also provides perspective in areas that are uncomfortable for me, that often times holds me back from maximizing SmileOnU’s ability to grow and to serve.

One of my dreams was to be able provide dental-care around world. I’m not sure if I was able to take SmileOnU from providing dental-care domestically to internationally without John’s ability to hold space for me to think creatively and to think BIG about where I see SmileOnU’s place in the community without judgement. I’m happy to say we are now on the verge of sustaining SmileOnU.

Thank you John, for helping me with me create my dream, Sm:)eOnU “ Coaching impacts change. If you are interested in getting a coach, please visit the ECOC website for more information and to apply. The moment and power of change is now!

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

 

The Impact of Social Change on Non Profits

Adrianne Geiger Dumond

  • “I would expect that more than one third of all men in the U.S. between the ages of 25 and 54 will be out of work at mid-century.”[1]
  • “The collapse of work for America’s men is arguably a crisis for our nation – but it is a largely invisible crisis.”[2]
  • “And the troubles posed by this male flight from work are by no means solely economic. It is also a social crisis.”[3]

This writer is neither an economist or a sociologist, but I feel compelled to pass on some critical information noted by economists. The staggering statistics will make the non profit world all the more important, and also stretch their work load to the extreme – if not already there.

John Mauldin, the economist in his weekly newsletters, has recently covered the findings of a book entitled Men Without Work, America’s Invisible Crisis by Nicholas Eberstadt. The findings portend the social change that will require ever more help from social agencies. The book claims that “…there are some 10 million men of prime working age (25-54) who have simply dropped out of the workforce, and the great majority of them have not only dropped out of the workforce, but they have also dropped out from any commitments or responsibilities to society.”

The trend is not recent. Manufacturing jobs have been waning for decades, Trade policies, technological advancements have also snuffed out jobs – especially for low skilled workers. “As economic life has become less secure, low skilled workers have tended towards unstable cohabiting relationships rather than marriages……The growing incapacity of grown men to function as breadwinners cannot help but undermine the American family.” The book also explains the drastically increased mortality rates ( e.g. up 190% since 1998 for white men, unskilled, ages 50-54) from alcohol drugs, depression and suicide.

I highly recommend the book. It is only 216 pages of serious warnings for the future.

 

[1] Thoughts from the Frontline, weekly newsletter by John Mauldin, March 28, 2017

[2] Ibid, Men without Work by Nicholas Eberstadt, a book referenced in the above article.

[3] Ibid

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

How to Jump Start the New Year

Dave Blankenhorn

Dave Blankenhorn

 

While many of us still haven’t turned on the furnace the fact is 2014 is drawing to a close. That of course means it is time to start planning for the New Year. It might be a good time to reflect personally on what has worked or not worked during this past year plus explore some ideas to improve personal productivity in the year to come. Here are some suggestions:

  • Organize your space. This may mean getting the clutter off of your desk and/or organizing files more efficiently in your computer. Delete or move old files and icons.
  • Plan ahead by setting personal short term and long term goals.
  • Do the most difficult things when energy levels are highest.
  • Take a break between difficult tasks. A short walk can be more refreshing than another cup of coffee.
  • Use the right tools and automation to be more efficient. This could mean better software or technology but it could also be building better templates for more routine items.
  • Learn to delegate intelligently. Let someone else take on some of those “only I can do it” jobs. You might be pleasantly surprised when they do it better.
  • Minimize distractions. Set priorities and focus on the most critical tasks at hand.

Being more productive not only will help your organization but will give you more time to be with your family and friends.

Have a Healthy, Happy 2015.

Author: Dave Blankenhorn, Executive Coaches of Orange County, www.ECofOC.org

What Kind of Boss Are You?

Bob Cryer

Bob Cryer

There are at least three fundamentally different styles of dealing with employees. The best approach depends on what you are expecting of your employees, the capabilities of your employee and your capability to effectively utilize the various styles.

I’ll call the first approach the supervisor style. It is not uncommon for people to be promoted into their first management position because of their knowledge, skill and dedication to doing the organization’s work. It is also not unusual for these managers to assume their role is to make sure people are always using their best practices in doing their work or responding to issues. The strength of this approach is insuring that the department’s quality standards are always met, even if there is a high turnover of entry level personnel. If there is any process improvement, it is typically created by the supervisor.

A second style is results oriented management. In this approach, the manager typically sets measurable goals for performance improvement, and encourages their employees to continually think about ways of doing their work that will improve the quality or quantity of the results they are producing. This manager does have to know that much about how the work is currently done, and trusts that their employees are capable of finding ways to meet existing standards.  This style works best with a department with a low turnover of competent employees. The style tends to deliver a lot more improvement than the supervisory style.

A third style is the leadership or visionary approach. This executive trusts the organizations that report to them to maintain quality standards and to continually improve productivity. They are looking for breakthrough ideas for moving their organization into brand new markets or services.  They do this by continually selling the vision and encouraging some of their staff to think “outside the box”, hoping that one of them will develop of a compelling breakthrough idea. Most of this effort will be worthless, but if one great idea emerges, it will be worth it.

Different styles tend to produce different kinds of valued result. Using a style that is not well suited to the results expected and the mindset of your employees can produce a disaster.  A supervisory approach has the lowest downside risk or upside potential. The leadership approach is the opposite, with the management approach somewhere in the middle.

Author:  Bob Cryer, Executive Coaches of Orange County, www.ECofOC.org