Two is always better than one when it comes to things like puppies or vacations or pieces of cake (maybe even glasses of wine) but what about fundraisers in the same role at the same time? This was the situation for me when I started a new role in an arts organization after spending three years at an academic institution. I was excited to return to being a full-time major gift fundraiser with great opportunities in front of me at a transitional time in the organization. One unexpected element was learning that it would, in fact, be two of us starting the same senior role, two weeks apart. After a brief pause, and a request to meet my double, my surprise became delight and things began to fall into place. [Read more…]
The Fundraising Leadership team (David, Silvia, Michelle and I) have all completed the CTI Leadership program. This program rejects the top-down, one-dimensional leadership model and expands our definition of leadership.
This new model is grounded in the idea that everyone is a leader because “leaders are those who are responsible for their world.” [Read more…]
Fostering a culture of accountability within your team is a key skill and it aligns perfectly with the coach-like style of leadership. We have covered the topic of accountability in past posts “Creating a Culture of Accountability” and “A is For Accountability.”
The foundation of accountability lies in asking three questions:
What will you do? When will it be completed? How will you report back?
When you create a work culture that embraces accountability you need to ensure that it is held without judgement. This creates an environment where everyone can learn from success and failure. [Read more…]
Human resource professionals and hiring managers often ask me if there are certain qualities to look for when hiring prospective new successful nonprofit leaders that are likely to make them extraordinarily successful in their leadership roles. While there are no absolutes, Janice Cunning and I identified nine essential qualities through our personal experience in the nonprofit world as well as our work training and coaching nonprofit professionals that make nonprofit executives extraordinary. We found that there are a few characteristics that if carefully screened for can yield excellent new-hire results. [Read more…]
In his 2002 business classic, The Five Dysfunction of a Team, Patrick Lencioni describes “Avoidance of Accountability” as one of the core behaviors that teams exhibit when they are dysfunctional. In Pat’s words: “In the context of teamwork…it refers specifically to the [un]willingness of team members to call their peers on performance or behaviors that might hurt the team.” [Read more…]
Earlier this week I was watching The Life Sized City, a documentary highlighting citizen-led urban renewal. My own city of Toronto was the featured location. I was inspired by the story of a group of people who decided the city needed more public seating. They created #sitTO and unfolded simple Ikea chairs and tables around Toronto.
According to Relationship Awareness Theory, people react to the idea of conflict in three main ways – Assert, Accommodate, or Analyze.
Growing up my father used the expression “twerp” to describe any leader not meeting his high standards for character. As a man with a strong moral compass and a rock-solid ethical foundation who is held in high regard by his family, friends, students, and colleagues, any leader decried as a twerp by my father earned the label.
I am anticipating the latest book by Gretchen Rubin – The Four Tendencies – due out in September. Gretchen, an expert on happiness and good habits, created the Four Tendencies framework which categorizes the different ways that people respond to expectations.
On teams, it’s not uncommon for individuals to overlook those with whom they work each and every day. As the saying goes: “familiarity breeds complacency!”
And now there is clear evidence that the expression of appreciation improves employee retention rates. According to employee retention expert Leigh Branham, author of The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It’s Too Late, one of the top reasons someone leaves an organization is because s/he feels unrecognized.