So how are you going to do that? What are your strategies?
Continue reading You have a mission and vision. Now what?
…a principle of management which states that subordinates are responsible for submitting written recommendations to superiors in such a manner that the superior need do nothing further in the process than review the submitted document and indicate approval or disapproval.
Not only do they need to know what you want, but they must also know what you do not want; what will cause the recommendation to be rejected.
Building on our previous post, Glenn Tecker and colleagues have written in The Will to Govern Well about four primary questions (and one “wrap around”) that help Boards govern with knowledge. Those questions help provide a framework for data gathering and analysis to be used in planning. In general, they are: Continue reading More Great Questions for Boards to Ponder
However, many leaders view their function to be asking questions instead of dispensing answers. Continue reading Asking Questions – A Fundamental Leadership Skill
Storage is truly evil.
Stuff accumulates.
Clutter is like sand in the gears of life.
Here is what happens: Continue reading Storage is Evil
I ran across some great interview questions. These are meant for you, the employer, to ask the interviewee. Of course, it is a good idea to have ready answers if you are the interviewee. The interviewer may have read this post.
Condo associations are known for disagreements over every little thing. Here is how you start to handle that:
This person would:
Continue reading Job Description for a Church External Volunteer Facilitator
OODA loops are an aspect of decision-making that is brain-dead simple but has wide-spread daily implications.
OODA stands for Observe, Orient, Decide, and Act. It’s called a loop because it is a recurring cycle.
The OODA loop was created by Col. John Boyd to describe the necessity for fighter pilots to execute the loop faster than the enemy. The slower one always dies.