Recently, I gave a presentation to a diverse group of educational, healthcare, and non-profit executives on performance metrics for development officers. For years I have helped leaders and teams create and implement performance metrics so I know in each audience there are a small percentage who can be turned off by the topic. My sense…
Category: Leadership
The Capacity to Convene
When working with educational and non-profit executives I encourage each to consider their capacity to convene. Specifically, how effectively can they convene individuals of influence and affluence from a variety of perspectives – business, political, religious, and/or other leaders – to advance the organization? Or to put it another way, how often will important people…
Which leadership style will you choose?
In my work with university leaders I’ve come across 3 basic categories of leaders: The Teller – this is the leader who thinks of the plans herself and then tells those in her charge the end goal as well as the path to get there. From my experience, I would say this is about 60%…
From “Board of Trustees” to “Board of Trust-Builders”
Beyond other legal duties and responsibilities, a traditional view of Board membership suggests a fiduciary responsibility – they hold the organization in trust. This conventional (and passive) role is still very much needed, but an important new dimension must be added: a positive, active role. They cannot simply hold public trust. They can and should…
From tasks to relationships – the real work of the executive
For many first-time college presidents, the new position is exhilarating but also overwhelming. Many say that the time demands are breath-taking and the sheer scope of the enterprise is daunting. However, for many new presidents, the biggest challenge they will face is more nuanced but more difficult to tackle – an adjustment from a task-orientation…
The A, B, C, and D’s of Effective Boards
I work with governing and advisory boards of non-profit organizations regularly. Here is what I have learned – Highly effective boards are characterized by the following A,B,C and D’s: Affluent – Boards of great non-profits have affluence. Not all members are affluent, but an active core of members have personal financial capacity. Substantial financial gifts…
How will you perform under pressure?
Ever notice that some people perform well under pressure while others seem to wilt? As the chart above suggests, we typically need some level of anxiousness in order to care enough to perform. But at some point the level of anxiousness becomes debiliating causing a drop-off in performance. But at what point does this happen?…
Leaders as Designers
Have you ever noticed how creativity and individualism actually flourishes within order and structure? Think about the artist’s canvas. We typically see the exquisitely creative final product but many artists will tell you that the first step in becoming creative is to bring order or structure to the canvas. So, many artists first overlay a…
What leadership and development have in common
Today it is clear that organizational success hinges in large measure on leadership quality. For instance, we know from our friends in the for-profit sector that employee morale, successful work teams, and peak workplace performance are all connected to effective leadership. And, of course the overarching theme of Jim Collins’ “Good to Great” work was…