It’s human nature to be most comfortable hanging out with people who are similar to us. Our beliefs aren’t challenged and we find ourselves not having to explain why we believe what we do. That’s all right in short doses, but if we really want to grow, we’re going to have to be uncomfortable.
In one of this week’s articles, the author explores how team dynamics are impacted when we do recruit people who are just like us. Tools like DISC assessments can unveil whether or not you have unwittingly created a default culture… If you’re in Louisville I hope you can join me on December 15 to explore more about DISC and behavioral tendencies – especially as they relate to teams.
Leadership and Nonprofit News Roundup
The Hidden Ways Organizational Culture Can Impact Your Team’s Functioning | Lead Change Group
Teams with a diverse pool of workers and thinkers can benefit from differences in style, but they take more time and effort from their leaders to support communications without conflict. When leaders misunderstand differences in style, they typically hire workers like themselves, creating a default culture where difference causes problems. As a leader, you can decrease discomfort and increase productivity by increasing your awareness of personal style and organizational culture and how they interrelate.
How the Best CEOs Differ from Average Ones | Harvard Business Review
“…intensity, an ability to prioritize and focus on substance, and an ability to know what one doesn’t know (and utilize the best in what others do know) are more strongly related to best-in-class CEO leadership than traditional traits like extroversion or self-promotion. …while (the study) confirmed that CEOs in general are more likely to be risk takers than other executives, (it) did not find that they are consistently extroverted or self-promoting. In addition, six other traits differentiate the typical CEO from other executives on a statistically significant basis…”
When board members start telling their OWN STORIES, magic can happen! They can just come alive — when they talk about why they care so much about your cause. THIS is how to evoke their passion and energy! In fact, you can empower them by simply giving them some terrific exercises, conversations and training. Here’s how to activate their enthusiasm for the cause, AND for fundraising. This is how you can put them to work in a place where they can be productive – and even have some fun. Here are 5 different stories that board members need to be able to tell – with exercises to support them.
Lack Of Governance Prime Target Of Regulators | The Nonprofit Times
“The number one board governance issue that gets nonprofits in trouble is directors and senior leadership failing to be sufficiently active and informed… Too often in the recruitment process, board members recruit friends for a vacancy, selling them on the idea that it doesn’t require a lot to be a board member. “That’s the bar they’re setting,” Walker said. Board members also might fall back on the fact that they’re “just a volunteer,” assume someone else on the board will take care of it, or just don’t have time to ask staff about financials.”
Your Ladder of Engagement is Holding You Back | NPEngage
If a ladder of engagement were actually designed to most effectively support an organization, a key aspect of moving supporters up the ladder would be to contribute to building your organization’s capacity by helping supporters to grow. An optimized ladder of engagement would likely look more like a training program. If you are going to grow your volunteers and activists effectively, your ladder of engagement shouldn’t be an escalator that can be ascended passively, it should be designed based on teamwork, with your organization’s staff and volunteers helping to lift other supporters up the ladder.
Aging Donors, Staff Turnover Hurts Fundraising | The Nonprofit Times
Greater than half (54 percent) of fundraising organizations polled have not been able to increase the overall percentage of revenue from fundraising during the past three years. An aging donor base and turnover among fundraising staffs pose further challenges to come… Future turnover among donors is met with current turnover among fundraising staffs. The vast majority (91 percent) or organizations with six or more fundraisers have seen turnover in the past 12 months. Even the smallest staffs, those with two or fewer members, are subject to year-to-year turbulence with 49 percent seeing change in the last 12 months.
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