by Virgil R. Carter
Can creative thinking and activities be a positive characteristic for CEOs and senior executives? Your logic (not to mention your aspirations) may say yes. A recent article in Strategy+Business, cautions otherwise. “Is Creativity a Bad Trait for a Senior Leader” by Matt Palmquist cautions that “thinking outside the box could keep you out of the top management”. The article looks at how stereotypes about “creative types” and “effective leaders” often clash.
Many non-profit organizations historically tend to be organizations of habit, with predictable and consistent activities, year after year. “We’ve always done it this way” may often be the de facto organizational foundation. Typical leaders in such organizations are expected to have traits that reduce uncertainty and promote stability, “emphasizing shared goals and group identity to preserve the status quo”. Creative leaders, especially transformational leaders, have traits that “are at odds” with predictability and status quo. The very act of creativity, or transformation, is an act of “unproven solutions” that rock the boat with change.
Thus, if one is in the top CEO position, or aspires to be, creativity must be carefully nurtured and pursued, according to the article. Non-profits and volunteers who say they want fresh ideas and creative thinking may or may not actually support such efforts from their executive leadership. Interestingly, the article points to research that concludes that there is greater opportunity for creativity if the CEO and senior leaders involved show “stereotypically charismatic traits”, such as “uniqueness and individualism”. “A charismatic leader is expected to take the group in a new, novel direction”, according to Cornell University’s Jack Goncale. The S+B report concludes by noting that “…creative people who are also charismatic stand a better chance of advancing”.
For the full article, click here.
Monday, July 18, 2011
Monday, July 11, 2011
Have You Considered An Executive Coach?
by Virgil A. Carter
How does a senior executive develop their volunteer leadership? Have you considered an executive coach? An article in the Summer 2011 Plexus newsletter Horizon, edited by Douglas Kleine, CAE, and titled “If Coaches Are Good for Executive Directors (and Basketball Teams), Why Not for Board Chairs?”, by Rick Moyers, makes the case for executive coaches, both for non-profit executive directors, and, wait for it…for board chairs! Yes, board chairs!
In for-profit corporations, and more frequently in non-profit organizations, executive coaches are recognized as valuable resources to develop and enhance important leadership capabilities. The ability of the experienced coach to tailor a one-to-one learning relationship is a powerful growth tool. It can be used to develop new strengths, as well as to address areas of needed improvement.
Mr. Moyers points out the opportunity for positive achievements with volunteer leaders by using a coach for the board chair. He points out that as volunteers, board chairs come to their role from a variety of experiences and backgrounds. Volunteers in non-profit organizations are frequently subject-matter experts in their field of endeavor. Seldom, however, are the volunteers experienced in top corporate executive leadership. And few volunteers have a well-balanced understanding of the overall non-profit organization that they lead.
Of course, it’s difficult or impossible for the executive director to act as a “coach” for the board chair. In most cases the executive director reports directly to the board chair, making positive “learning opportunities” few and far between, at best. Thus, making executive coaching an annual, budgeted resource for the board chair provides a most important resource for the chair, for the executive director and for the organization. The chair and the coach can work out their own annual program each year, giving the chair an invaluable developmental resource and communications channel.
The author notes that if coaching can produce successful athletic teams, it can also produce successful volunteer (and staff) leaders. For the full article, click here.
How does a senior executive develop their volunteer leadership? Have you considered an executive coach? An article in the Summer 2011 Plexus newsletter Horizon, edited by Douglas Kleine, CAE, and titled “If Coaches Are Good for Executive Directors (and Basketball Teams), Why Not for Board Chairs?”, by Rick Moyers, makes the case for executive coaches, both for non-profit executive directors, and, wait for it…for board chairs! Yes, board chairs!
In for-profit corporations, and more frequently in non-profit organizations, executive coaches are recognized as valuable resources to develop and enhance important leadership capabilities. The ability of the experienced coach to tailor a one-to-one learning relationship is a powerful growth tool. It can be used to develop new strengths, as well as to address areas of needed improvement.
Mr. Moyers points out the opportunity for positive achievements with volunteer leaders by using a coach for the board chair. He points out that as volunteers, board chairs come to their role from a variety of experiences and backgrounds. Volunteers in non-profit organizations are frequently subject-matter experts in their field of endeavor. Seldom, however, are the volunteers experienced in top corporate executive leadership. And few volunteers have a well-balanced understanding of the overall non-profit organization that they lead.
Of course, it’s difficult or impossible for the executive director to act as a “coach” for the board chair. In most cases the executive director reports directly to the board chair, making positive “learning opportunities” few and far between, at best. Thus, making executive coaching an annual, budgeted resource for the board chair provides a most important resource for the chair, for the executive director and for the organization. The chair and the coach can work out their own annual program each year, giving the chair an invaluable developmental resource and communications channel.
The author notes that if coaching can produce successful athletic teams, it can also produce successful volunteer (and staff) leaders. For the full article, click here.
Tuesday, July 5, 2011
Six Questions for Globalization: Part One
by Virgil A. Carter
Six Questions for Globalization
Is your non-profit organization considering globalization? Or have you already begun efforts towards becoming a global organization, and are wondering what’s next? Here’s the first part of six key questions which may help guide your organization’s discussions and decisions about going global.
1. What does success look like?
Has your organization reached agreement on what constitutes success? Establishing and communicating clear, measurable benchmarks for success—strategic and operational--may be one of the single greatest ways of realizing success in globalization, and avoiding the criticism inherent in attempting worldwide leadership. Identifying success measures also supports continuing assessment of whether or not your association has the proper business model and business plans needed for successfully achieving the measures. Success measures and business models go hand in hand. It’s hard to have one without the other.
2. Does your organization offer open and equal leadership opportunities for members, regardless of geography?
Members and customers, regardless of geography, want to have something to say about (and participate in) the direction of the organization they support, and the quality and timeliness of your goods and services. Otherwise, they let their feet do the talking, and walk to another association that is more open and responsive. Global organizations have to find ways to share in leadership opportunities, regardless of geography. When was the last time your board’s chairman was from an emerging market country, or you held a board meeting in an emerging market country?
3. Should dues differ and reflect the annual salaries and earnings of members in emerging market and other nations?
Airline tickets and hotel reservations are no longer are priced at a single rate for all users. World-wide air travelers know that air fares purchased outside the U.S. tend to be cheaper than those of U.S. carriers (thanks to host government subsidies in many cases). Why should association dues be any different, especially when your annual dues in U.S. dollars may represent a host country amount equal to perhaps 20-25% of the annual salary of a potential member? The opposite side of this issue, however, is that expenses to support a new or renewing non-U.S. member generally exceed those of a U.S. member (at least for associations whose major business units reside totally in the U.S, and whose service must originate from the U.S.). What to do? Successful global organizations are likely to be those whose dues recognize the differential abilities to pay, and who can provide needed services and value outside the domestic U.S.
Six Questions for Globalization
Is your non-profit organization considering globalization? Or have you already begun efforts towards becoming a global organization, and are wondering what’s next? Here’s the first part of six key questions which may help guide your organization’s discussions and decisions about going global.
1. What does success look like?
Has your organization reached agreement on what constitutes success? Establishing and communicating clear, measurable benchmarks for success—strategic and operational--may be one of the single greatest ways of realizing success in globalization, and avoiding the criticism inherent in attempting worldwide leadership. Identifying success measures also supports continuing assessment of whether or not your association has the proper business model and business plans needed for successfully achieving the measures. Success measures and business models go hand in hand. It’s hard to have one without the other.
2. Does your organization offer open and equal leadership opportunities for members, regardless of geography?
Members and customers, regardless of geography, want to have something to say about (and participate in) the direction of the organization they support, and the quality and timeliness of your goods and services. Otherwise, they let their feet do the talking, and walk to another association that is more open and responsive. Global organizations have to find ways to share in leadership opportunities, regardless of geography. When was the last time your board’s chairman was from an emerging market country, or you held a board meeting in an emerging market country?
3. Should dues differ and reflect the annual salaries and earnings of members in emerging market and other nations?
Airline tickets and hotel reservations are no longer are priced at a single rate for all users. World-wide air travelers know that air fares purchased outside the U.S. tend to be cheaper than those of U.S. carriers (thanks to host government subsidies in many cases). Why should association dues be any different, especially when your annual dues in U.S. dollars may represent a host country amount equal to perhaps 20-25% of the annual salary of a potential member? The opposite side of this issue, however, is that expenses to support a new or renewing non-U.S. member generally exceed those of a U.S. member (at least for associations whose major business units reside totally in the U.S, and whose service must originate from the U.S.). What to do? Successful global organizations are likely to be those whose dues recognize the differential abilities to pay, and who can provide needed services and value outside the domestic U.S.
Where are our Leaders?
by Steven Worth
When leaders have so much vested in just keeping their jobs, are they able, in fact, to lead? When stakeholders realize that the one they have chosen to lead them is so desperately trying to hold onto their job, are they able entirely to trust that he or she can or will perform their leadership function with complete integrity?
How many leaders spend more time and effort schmoozing their board chairs than advancing their organization’s mission? How many would rather spend their association’s funds on five star accommodations for their board members rather than new strategic initiatives based on solid market research?
Rather than envy, the sight of CEOs enjoying high six or seven figure salaries, lavish living accommodations, and first class transportation should inspire head shaking pity instead. One can be sure that these poor souls in their gilded cages will do whatever it takes….but to what end? Do their visions exceed their own persons? More often than not their numbers of years in office are their only legacy. Many leaders’ styles remind us of Shelly’s poem…
I met a traveller from an antique land
Who said: Two vast and trunkless legs of stone
Stand in the desert. Near them, on the sand,
Half sunk, a shattered visage lies, whose frown
And wrinkled lip, and sneer of cold command
Tell that its sculptor well those passions read
Which yet survive, stamped on these lifeless things,
The hand that mocked them and the heart that fed.
And on the pedestal these words appear:
"My name is Ozymandias, king of kings:
Look on my works, ye Mighty, and despair!"
Nothing beside remains. Round the decay
Of that colossal wreck, boundless and bare
The lone and level sands stretch far away.
Give us leaders instead who inspire others to do more than they thought they could—whose time in office is measured by a world that is better for their efforts, and whose tenure is marked more by its quality than its length. Such leaders exist, but there never can be enough of them.
When leaders have so much vested in just keeping their jobs, are they able, in fact, to lead? When stakeholders realize that the one they have chosen to lead them is so desperately trying to hold onto their job, are they able entirely to trust that he or she can or will perform their leadership function with complete integrity?
How many leaders spend more time and effort schmoozing their board chairs than advancing their organization’s mission? How many would rather spend their association’s funds on five star accommodations for their board members rather than new strategic initiatives based on solid market research?
Rather than envy, the sight of CEOs enjoying high six or seven figure salaries, lavish living accommodations, and first class transportation should inspire head shaking pity instead. One can be sure that these poor souls in their gilded cages will do whatever it takes….but to what end? Do their visions exceed their own persons? More often than not their numbers of years in office are their only legacy. Many leaders’ styles remind us of Shelly’s poem…
I met a traveller from an antique land
Who said: Two vast and trunkless legs of stone
Stand in the desert. Near them, on the sand,
Half sunk, a shattered visage lies, whose frown
And wrinkled lip, and sneer of cold command
Tell that its sculptor well those passions read
Which yet survive, stamped on these lifeless things,
The hand that mocked them and the heart that fed.
And on the pedestal these words appear:
"My name is Ozymandias, king of kings:
Look on my works, ye Mighty, and despair!"
Nothing beside remains. Round the decay
Of that colossal wreck, boundless and bare
The lone and level sands stretch far away.
Give us leaders instead who inspire others to do more than they thought they could—whose time in office is measured by a world that is better for their efforts, and whose tenure is marked more by its quality than its length. Such leaders exist, but there never can be enough of them.
Thursday, June 30, 2011
Six Questions for Globalization: Part Two
By Virgil R. Carter
Is your non-profit organization considering globalization? Or have you already begun efforts towards becoming a global organization, and are wondering what’s next? Here’s the second part of six key questions which may help guide your organization’s discussions and decisions about going global.
1. Are your globally available goods and services: a) timely; b) affordable; c) culturally and regionally relevant; d) available in the host country language?
The importance of this question is probably self-explanatory, but many nonprofits haven’t made the necessary important investments in their goods and services to ensure that they offer global value in a global market. It is all too common for U. S. nonprofits to believe that because they offer goods and services, there is interest and demand outside the U.S. Goods and services that are accessible in a timely manner, that have regional content, and have opportunity for host country language are among those that clearly bring highest value to the host country markets and customers.
2. Does your association work with, for, against or ignore similar host country associations?
Sooner or later each association must have a policy and a business plan that provides consistent guidance in situations when there are similar associations, providing similar goods and services, elsewhere in the world. Cooperation and mutual respect is always a good goal, but it can be challenging to achieve. An effective approach for building good relations among similar global organizations is to launch annual exchange visits, followed by low-risk, low-threat joint activities. An early atmosphere of camaraderie and mutual purpose goes a long way towards building good long-term working relationships. Once established, these relationships will be immeasurable in maintaining cooperation and mutual respect.
3. Are you patient?
Globalization is a challenge. It’s usually a substantial investment, and it’s generally not a quick return on investment. It’s a challenge to prepare a suitable business plan and to use resources wisely. It’s a challenge to show measurable results. Patience is required (along with sound business planning and processes). Be prepared and prepare your volunteer leaders. You will be tested.
For those who have successful answers to these questions, you will find globalization to be a rewarding way for your association to continue to do business and to provide the leadership that is the basis for your mission. Good luck!
Is your non-profit organization considering globalization? Or have you already begun efforts towards becoming a global organization, and are wondering what’s next? Here’s the second part of six key questions which may help guide your organization’s discussions and decisions about going global.
1. Are your globally available goods and services: a) timely; b) affordable; c) culturally and regionally relevant; d) available in the host country language?
The importance of this question is probably self-explanatory, but many nonprofits haven’t made the necessary important investments in their goods and services to ensure that they offer global value in a global market. It is all too common for U. S. nonprofits to believe that because they offer goods and services, there is interest and demand outside the U.S. Goods and services that are accessible in a timely manner, that have regional content, and have opportunity for host country language are among those that clearly bring highest value to the host country markets and customers.
2. Does your association work with, for, against or ignore similar host country associations?
Sooner or later each association must have a policy and a business plan that provides consistent guidance in situations when there are similar associations, providing similar goods and services, elsewhere in the world. Cooperation and mutual respect is always a good goal, but it can be challenging to achieve. An effective approach for building good relations among similar global organizations is to launch annual exchange visits, followed by low-risk, low-threat joint activities. An early atmosphere of camaraderie and mutual purpose goes a long way towards building good long-term working relationships. Once established, these relationships will be immeasurable in maintaining cooperation and mutual respect.
3. Are you patient?
Globalization is a challenge. It’s usually a substantial investment, and it’s generally not a quick return on investment. It’s a challenge to prepare a suitable business plan and to use resources wisely. It’s a challenge to show measurable results. Patience is required (along with sound business planning and processes). Be prepared and prepare your volunteer leaders. You will be tested.
For those who have successful answers to these questions, you will find globalization to be a rewarding way for your association to continue to do business and to provide the leadership that is the basis for your mission. Good luck!
Monday, June 27, 2011
Connections between Strategy and Operations
by Virgil R. Carter
Most non-profit organizations have a strategic plan. Virtually all of these organizations also have an annual operating budget. Some organizations also develop and use an annual business or operational plan. But what’s the connection among these? How can you, your staff and volunteer leaders assess the connection between your strategy and annual operations?
The business press frequently hosts readable articles on the important connection between strategy and operations. Although written for business, many topics are equally useful for non-profit organizations. Colorful titles suggest the importance of the issue, including “Putting Leadership Back Into Strategy”, “Mastering the Management System”, “Five Competitive Forces That Shape Strategy” and the compelling “Innovation Killers: How Financial Tools Destroy Your Capacity to Do New Things”. These topics are as common to the non-profit world as the for-profit world.
I have worked with the Balanced Scorecard (BSC) as a tool to identify strategy and successfully link it with operations, enabling an organization to successfully cascade strategy throughout the organization’s operations, using metrics and key initiatives. One of the compelling concepts of the BSC is “balance”—a balanced approach for each organization. Using the BSC, it is even possible to embed strategy in annual performance planning and evaluation for staff and volunteers. “Mastering the Management System” by Kaplan and Norton, the Harvard Business School professors who are the founders and developers of the Balanced Scorecard, is one important read for those looking for ways to better connect strategy with operations.
Here’s an important connection between strategy and operations: “Successful strategy execution has two basic rules: understand the management cycle that links strategy and operations, and know what tools to apply at each stage of the cycle”, write authors, Norton and Kaplan
Want to improve the connections between your strategy and operations? Think about your annual management cycle and how the various elements of your annual cycle can be best integrated with your overall strategy. How can your annual budgeting cycle be linked to your strategy? How can your business planning cycle be linked to your strategy? How can you develop usable metrics and evaluations to assess your operations and the extent to which they support your organization’s strategy?
Most non-profit organizations have a strategic plan. Virtually all of these organizations also have an annual operating budget. Some organizations also develop and use an annual business or operational plan. But what’s the connection among these? How can you, your staff and volunteer leaders assess the connection between your strategy and annual operations?
The business press frequently hosts readable articles on the important connection between strategy and operations. Although written for business, many topics are equally useful for non-profit organizations. Colorful titles suggest the importance of the issue, including “Putting Leadership Back Into Strategy”, “Mastering the Management System”, “Five Competitive Forces That Shape Strategy” and the compelling “Innovation Killers: How Financial Tools Destroy Your Capacity to Do New Things”. These topics are as common to the non-profit world as the for-profit world.
I have worked with the Balanced Scorecard (BSC) as a tool to identify strategy and successfully link it with operations, enabling an organization to successfully cascade strategy throughout the organization’s operations, using metrics and key initiatives. One of the compelling concepts of the BSC is “balance”—a balanced approach for each organization. Using the BSC, it is even possible to embed strategy in annual performance planning and evaluation for staff and volunteers. “Mastering the Management System” by Kaplan and Norton, the Harvard Business School professors who are the founders and developers of the Balanced Scorecard, is one important read for those looking for ways to better connect strategy with operations.
Here’s an important connection between strategy and operations: “Successful strategy execution has two basic rules: understand the management cycle that links strategy and operations, and know what tools to apply at each stage of the cycle”, write authors, Norton and Kaplan
Want to improve the connections between your strategy and operations? Think about your annual management cycle and how the various elements of your annual cycle can be best integrated with your overall strategy. How can your annual budgeting cycle be linked to your strategy? How can your business planning cycle be linked to your strategy? How can you develop usable metrics and evaluations to assess your operations and the extent to which they support your organization’s strategy?
Monday, June 20, 2011
The Four-Hour Workweek Phenomenon—and How It Can Work for Your Association
by Virgil R. Carter
Tim Ferriss started a mini-revolution and a lot of dreams when he published his groundbreaking book, The Four-Work Week. Suddenly, everyone was talking about how they can work better, not harder.
In my consultancy, I have encountered several forces of opposition to the fundamental tenet of the book—let technology execute the functions that are repetitive and administrative, freeing the senior staff and executives to long-term goals and strategy. What are the barriers?
• Fear of Change—that’s a common one and easy to set aside while more substantial issues are addressed.
• Lack of Funds—Yes, technology is an investment, but it is exactly that, an investment that, if properly selected and implemented, will reap rewards multiple times over in productivity.
• Hesitance to Give Up the Personal Touch—Many clients report “we have a certain number of older members who can’t deal with this” or “We want to be there for our members.” It’s fine to cater to members who have not yet gotten on the bandwagon of technology, but their numbers are declining. Many members prefer to simply register online without the “personal touch”—just get it done, in other words.
• Embracing the “All Things to All Members” Syndrome—How often have we heard “Our society/association/foundation is different,” “We can’t modify our processes to adapt to the technology”
What is frequently lacking is a rigorous evaluation of the opportunities available to the nonprofit from technology adaptation with
Tim Ferriss started a mini-revolution and a lot of dreams when he published his groundbreaking book, The Four-Work Week. Suddenly, everyone was talking about how they can work better, not harder.
In my consultancy, I have encountered several forces of opposition to the fundamental tenet of the book—let technology execute the functions that are repetitive and administrative, freeing the senior staff and executives to long-term goals and strategy. What are the barriers?
• Fear of Change—that’s a common one and easy to set aside while more substantial issues are addressed.
• Lack of Funds—Yes, technology is an investment, but it is exactly that, an investment that, if properly selected and implemented, will reap rewards multiple times over in productivity.
• Hesitance to Give Up the Personal Touch—Many clients report “we have a certain number of older members who can’t deal with this” or “We want to be there for our members.” It’s fine to cater to members who have not yet gotten on the bandwagon of technology, but their numbers are declining. Many members prefer to simply register online without the “personal touch”—just get it done, in other words.
• Embracing the “All Things to All Members” Syndrome—How often have we heard “Our society/association/foundation is different,” “We can’t modify our processes to adapt to the technology”
What is frequently lacking is a rigorous evaluation of the opportunities available to the nonprofit from technology adaptation with
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