A group of us were standing in the briefing room of a major corporation, waiting for the big guy to appear for the annual Strategic Plan Presentation.
We were just passing the time with small talk. I noticed that one of the vice presidents had left his note portfolio open on the table. Inside the front cover was a page entitled Twenty Questions That Will Stop Any Briefing. Continue reading How to Stop Any Briefing
Annual performance evaluations are one of the worst tools ever invented. They distract from real-time performance, they are often backward focused, and the objectives for next year are usually overtaken by events before the toner dries. Even worse, they can be completely demoralizing if they include surprise criticism. Continue reading Jobs I Hate: Evaluating the Executive Director
Many years ago I attended a precinct meeting in Texas for one of the political parties. The primary (pun?) purpose of the meeting was to elect delegates to the state convention. About 80% of the attendees were supporters of a certain favorite presidential candidate.
The precinct chairman, who looked to be just out of college, pulled out his list of delegates and said, “Let’s elect this list by acclamation.” Most seemed were in agreement.
Just then a grizzled old
fart gentleman with overalls and a 5-day beard yelled from the back, “Let’s just do it right!” Continue reading It’s Easier to Do It the Right Way
Due Process is a phrase that arose from Chapter 39 of the Magna Carta in 1215. The exact phrase was first used in a restatement in 1354. It is fundamental to the purposes of that document and to the operation of a democracy. It limits the power of those in authority to operate in an arbitrary (read, tyrannical) manner and forces them to use the rule of law. Continue reading Due Process. What is It? and Why Do You Need It?
Do your people, staff and volunteers, feel they have permission to act when they see an issue?
I recently wrote two posts on delegation, Delegate or Die and How to Delegate, that laid out the reasons you must delegate and gave the steps to delegation.
Giving permission to talk outside their department silo and then giving permission to act on their own are important elements of delegation. Continue reading Give Them Permission to Act
I was once a young pilot in the Air Force. As the saying goes, “Flying is hours and hours of boredom with moments of sheer terror.”
But flying was also a school of management. I learned much of what I know from those early years. Here are some examples. Continue reading Management Lessons from Flying
Board meetings can be a real drag. We all know that.
But, they don’t have to a time-waster. It takes planning and preparation to conduct an effective meeting. Here are some tips: Continue reading Running a Tight Meeting
In fact, every donor, board member, and executive director should watch this. It will change your view of charities and how they are funded and operated. Continue reading Every Donor Should Watch This
Fundraising is the most feared aspect of nonprofits. But it doesn’t have to be. This video explains the science of fundraising; the same old four fundraising steps, but with much greater detail. It’s well worth the time. Continue reading Fundraising Fundamentals
When it comes to managing finances, most nonprofits climb a consistent ladder of sophistication. Hopefully, they move quickly through the lower rungs. Continue reading The Nonprofit Financial Management Ladder