But there is a better way. Continue reading How to Say Yes While Saying No
…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
Condo associations are known for disagreements over every little thing. Here is how you start to handle that:
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.
All of us have a strong tendency to evaluate our decisions in the way that is most favorable and least damaging to ourselves, based on the outcome.
My favorable outcome proves my wisdom and skill.
My unfavorable outcome is just bad luck.
However, when we evaluate other’s decisions and their results we say:
Their favorable outcome is just good luck
Their unfavorable outcome shows a lack of wisdom and skill.
In our last post, we discussed three ways to structure conversations, even everyday ad hoc conversations, to achieve your objectives. Every conversation is an opportunity to build relationships, to coordinate activities, to plan for the future, to sell your ideas, to get ideas, or to recap the past.
Today, we add another structured conversation, with a specific focus strategic planning
Mindfulness is an important buzzword these days. Basically, Mindfulness is the basic human ability to be fully present, aware of where we are and what we’re doing, and not overly reactive or overwhelmed by what’s going on around us.
We each hold dozens of conversations, mostly mindless conversations, every day. These are wasted opportunities to build relationships or coordinate activities or to plan for the future or recap the past. It is possible to focus a conversation so that it has a meaningful result by using some simple techniques. It is possible to plan your conversations. And after a smidgeon of practice, you can apply these techniques with little or no effort. Continue reading How to Hold Mindful Conversations – Part 1
It seems that about every three years nonprofits get an itch to update their strategic plan.
But do they realize what they are asking?
They are asking to scan the external environment for changes that impact their approach to achieving their vision. Then they review their current strategies to see if they are accomplishing their mission efficiently and effectively.
But this is worthless unless they put into place some Strategic Actions that are innovative and substantial.
Continue reading Do You Really Want to Update Your #Nonprofit Strategic Plan?