Sit where you can be seen. Place yourself with the most powerful people, so you get the halo effect. If you are presenting, face them. Sit in the middle of the row, not the end, to maximise your contact with the other people at the meeting. At a table, sit the head of the table. These are external symbols of validation.
MEETINGS
Sunday, July 30, 2006
Saturday, July 29, 2006
Third Annual Nonprofit Forum: Strategies for Sustainability
8 September - 9 September
Transforming the nonprofit sector in the 21st century through adopting innovation
Aimed at the senior managers of nonprofit organisations, marcus evans third annual Nonprofit Forum looks beyond the traditional view of nonprofit as just 'fundraising organisations' and considers the strategic and operational leadership aspects that drive the performance of professional and responsible nonprofit companies.
This year, our leadership forum showcases a range of management issues with a focus on creating new efficiencies and accessing new markets and strategic business partnerships for successful sustainability.
Third Annual Nonprofit Forum (8th & 9th August, Sydney) offers an opportunity to hear best practice presentations and case studies, and participate in expert discussions addressing strategies for sustainability relevant only to the Third Sector.
You will benefit from an independent platform where you will learn by sharing with your peers and with key stakeholders within the Third Sector.
contact Chris Lowat marcus evans on 61(2) 9223 2137 or email:marketing@marcusevansau.com
For full programme, see:www.marcusevans.com.au/pdf/459.pdf
not for profit
Thursday, July 27, 2006
Cooperation
"Great discoveries and improvements invariably involve the cooperation of many minds. I may be given credit for having blazed the trail but when I look at the subsequent developments I feel the credit is due to others rather than to myself."-- Alexander Graham Bell
quotations
Tuesday, July 25, 2006
Leadership Success Tip
Do what needs to be done to ensure that the goals for your area of responsibility are clearly defined. Write them down, commit to them in a report, or use them to chart a course of ation. If they are flexible then the parameters and degree of flexibility also need to be clearly defined.
leadership
leadership
Sunday, July 23, 2006
Team Builder Tip: Results and Relationships
"Separate the People From the Problem" is the title of the second chapter of one of the best books ever written on conflict resolution, Getting to Yes
I use the concepts for team-building workshops because the best tactic ever for addressing conflict is to build solid relationships within the partnership, team, group, or organization. Proactivity pays off here. Read on ...
team building, leadership
I use the concepts for team-building workshops because the best tactic ever for addressing conflict is to build solid relationships within the partnership, team, group, or organization. Proactivity pays off here. Read on ...
team building, leadership
Saturday, July 22, 2006
Killing me softly - the conflict resolution conference
Preventing, negotiating and resolving conflict in your community organisation.
Friday 8th September 2006 ... 9-4.15
More information
conflict resolution
Friday 8th September 2006 ... 9-4.15
More information
conflict resolution
Thursday, July 20, 2006
Volunteer Management Training
Where: Sydney, Bathurst
When: 14 August 2006 - 16 August 2006
Start time: 9.00 amF
inish time: 4.00 pm
Effective Volunteer Management : Mobilising Your Resources
Join Rick Lynch, leading US Based volunteerism trainer and author for this challenging, stimulating and useful one day workshop.
Rick is a US based volunteer management expert, trainer and author. He has written numerous books on leadership, volunteer management and excellence in non-profit organisations, including co-authoring 'Volunteer Management : Mobilising All the resources of the Community'
The day will cover :
the four elements of jobs that are intrinsically motivating
how to really measure the impact of volunteer activity
how to stop micromanaging your volunteers
how to talk to volunteers who fail to meet your standard
volunteers
Tuesday, July 18, 2006
Motivate each person according to values!
From Stever Robbins
A friend just sent me this link about how to be a Technical Lead. It is written for technical people by a technical person, but it really applies to anyone running a company that depends on technologists.Especially note “Mistake #2,” which discusses motivation.
One of the most common things I’ve found is managers who don’t take the time to find out what is motivating to their particular people. They assume that everyone wants the same recognition they do. Or they assume everyone thinks a football outing is the be-all-and-end-all of bonding. Read on ...
leadership
Sunday, July 16, 2006
Nonprofit organizations are concerned
The cause (the people, places, things, or issues the organization wants to help or change)
Donors (the people and companies that contribute resources to help the cause)
Volunteers and helpers
The media
Each of these groups interacts with the nonprofit organization in its own unique way.
Subsequently, nonprofits need to develop their organizational personality in ways that they can develop meaningful relationships with these audiences.
One of the first tenets of Robin Hood Marketing is to not preach and evangelize about the cause or the organizational mission. Instead, take a page from the Nike marketing book and ask each group for a specific action. Read on ...
not for profits
Thursday, July 13, 2006
Know thyself . . . and thy donor
WITH THE proliferation of conferences on direct response fundraising, new techniques are being shared far and wide. But to Diane Bernardini, Direct Mail Manager for Maryknoll Fathers and Brothers (Maryknoll NY), there’s an important caveat:
“Sometimes you go to seminars and somebody will find something. And it’s almost like it’s too gimmicky. You have to be careful with those gimmicks. Because what works for somebody else may not work for you. And I think it’s important to know what your organization is, what kind of donors you’re looking for, and stay right on target.” Because, she adds, “with some gimmicks, you can end up getting donors, but they just won’t respond again.” Read on ...
fundraising
“Sometimes you go to seminars and somebody will find something. And it’s almost like it’s too gimmicky. You have to be careful with those gimmicks. Because what works for somebody else may not work for you. And I think it’s important to know what your organization is, what kind of donors you’re looking for, and stay right on target.” Because, she adds, “with some gimmicks, you can end up getting donors, but they just won’t respond again.” Read on ...
fundraising
Tuesday, July 11, 2006
Narcissism and Leadership: A Review and Research Agenda
By Seth A. Rosenthal
This article appeared in the 2006 issue of Working Papers
It is clear that a significant number of world leaders have rigidly grandiose belief systems and leadership styles. Often, the authors who recount the “psychohistories” of these leaders connect both the leaders’ assent to power, and their ultimate (and seemingly inevitable) downfall, to their narcissistic grandiosity.
While not every author employs the term “narcissism” to describe the leader in question, across the board they reliably depict individuals whose aspirations, judgments, and decisions, both good and bad, are driven by unyielding arrogance and self-absorption.
The pantheon of purportedly narcissistic leaders ranges from the great tyrants of recent history including Hitler, Stalin, and Saddam Hussein (Glad, 2002), to lesser-known malevolent leaders like the founder of the American Nazi Party, George Lincoln Rockwell (Miliora, 1995) and cult leader Jim Jones (Zee, 1980), great historical figures such as Alexander Hamilton (Chernow, 2004), business leaders of all stripes including Steve Jobs (Robins & Paulhus, 2001), Michael Eisner (Sankowsky, 1995), David Geffen (Kramer, 2003), and Kenneth Lay (Kramer, 2003), and an eclecticand sometimes surprising list of current political leaders such as Benjamin Netanyahu (Kimhi, 2001), John McCain (Renshon, 2001), George W. Bush (Krugman, 2005; Suskind, 2004), and both Jimmy Carter and his mother, Lillian (Glad & Whitmore, 1991).
Read the remainer of this article in PDF format »
leadership
This article appeared in the 2006 issue of Working Papers
It is clear that a significant number of world leaders have rigidly grandiose belief systems and leadership styles. Often, the authors who recount the “psychohistories” of these leaders connect both the leaders’ assent to power, and their ultimate (and seemingly inevitable) downfall, to their narcissistic grandiosity.
While not every author employs the term “narcissism” to describe the leader in question, across the board they reliably depict individuals whose aspirations, judgments, and decisions, both good and bad, are driven by unyielding arrogance and self-absorption.
The pantheon of purportedly narcissistic leaders ranges from the great tyrants of recent history including Hitler, Stalin, and Saddam Hussein (Glad, 2002), to lesser-known malevolent leaders like the founder of the American Nazi Party, George Lincoln Rockwell (Miliora, 1995) and cult leader Jim Jones (Zee, 1980), great historical figures such as Alexander Hamilton (Chernow, 2004), business leaders of all stripes including Steve Jobs (Robins & Paulhus, 2001), Michael Eisner (Sankowsky, 1995), David Geffen (Kramer, 2003), and Kenneth Lay (Kramer, 2003), and an eclecticand sometimes surprising list of current political leaders such as Benjamin Netanyahu (Kimhi, 2001), John McCain (Renshon, 2001), George W. Bush (Krugman, 2005; Suskind, 2004), and both Jimmy Carter and his mother, Lillian (Glad & Whitmore, 1991).
Read the remainer of this article in PDF format »
leadership
Sunday, July 09, 2006
Executives ‘On-Loan’ to Charities
For many Not for Profits, living from grant to grant and having no time for long term planning can lead to corporate envy – wondering how top company managers re-invigorate their operations.
So what about having an ‘executive-on-loan’?
That’s an idea that Melbourne Cares hopes to address in the future – where companies lend their executives to Not for Profit organisations for a year or longer and often at no charge to offer much-needed business experience. Read on ...
executives, not for profits
Saturday, July 08, 2006
Church Resources’ Specials for NFP’s
Need the buying power of a large organisation to reduce your costs?
Since 1997 Church Resources has been providing the strength of a large national buying group to help all Not for Profits save time and money.
Membership is free and all church and NFP groups are eligible to register and can benefit from savings and improved levels of service on a range of products from telecommunications and office equipment through to advertising, cars, travel and many more!
To take advantage of the specials below you must be a Church Resources member. To register visit www.churchresources.com.au/register.php
For more information on Church Resources and for a copy of our latest Savings Guide call 1300 CHURCH (1300 248 724) or visit www.churchresources.com.au
not for profit
Since 1997 Church Resources has been providing the strength of a large national buying group to help all Not for Profits save time and money.
Membership is free and all church and NFP groups are eligible to register and can benefit from savings and improved levels of service on a range of products from telecommunications and office equipment through to advertising, cars, travel and many more!
To take advantage of the specials below you must be a Church Resources member. To register visit www.churchresources.com.au/register.php
For more information on Church Resources and for a copy of our latest Savings Guide call 1300 CHURCH (1300 248 724) or visit www.churchresources.com.au
not for profit
Thursday, July 06, 2006
How Individual Power Use Affects Team Process and Performance: Implications for the Powerholder
By Ruth Wageman, Elizabeth Mannix
This article appeared in the 2006 issue of Working Papers
Even within teams of peers, certain individuals have more power than others. Individual members may have essential skills and experience, networks outside the team, or status within the organization that give them more power than the average team member (French & Raven, 1959; Hollander, 1958).
How these powerholders use their power may vary from team to team. For example, consider a task force whose purpose is to solve a problem in the organization’s ability to attract new members. One member of the team is especially expert in member-engagement practices and root cause analysis, upon which the team is dependent to complete its task well. This dependency gives her power (Emerson, 1964).
She might use her power solely to influence the team’s task approach in the areas most relevant to her particular skill. Or she may use her special influence to dominate a range of team functions, from managing relations with senior leaders, to controlling the conflict-management processes within the group. Or she might exert no special influence at all, acting as an average team member in all domains. What consequences might her choices have for the effectiveness of this team?
Read the remainer of this article in PDF format »
leadership, teams,
This article appeared in the 2006 issue of Working Papers
Even within teams of peers, certain individuals have more power than others. Individual members may have essential skills and experience, networks outside the team, or status within the organization that give them more power than the average team member (French & Raven, 1959; Hollander, 1958).
How these powerholders use their power may vary from team to team. For example, consider a task force whose purpose is to solve a problem in the organization’s ability to attract new members. One member of the team is especially expert in member-engagement practices and root cause analysis, upon which the team is dependent to complete its task well. This dependency gives her power (Emerson, 1964).
She might use her power solely to influence the team’s task approach in the areas most relevant to her particular skill. Or she may use her special influence to dominate a range of team functions, from managing relations with senior leaders, to controlling the conflict-management processes within the group. Or she might exert no special influence at all, acting as an average team member in all domains. What consequences might her choices have for the effectiveness of this team?
Read the remainer of this article in PDF format »
leadership, teams,
Tuesday, July 04, 2006
Premium treatment
By Mal Warwick
PREMIUMS are one of the most hotly debated topics in direct mail fundraising. Their advocates — and they’re many — insist that premiums routinely boost response rates by generous margins. The most enthusiastic of these folks assert that donors acquired through the use of premiums have long-term value no less than that of donors acquired without them. Read on ...
fundraising
PREMIUMS are one of the most hotly debated topics in direct mail fundraising. Their advocates — and they’re many — insist that premiums routinely boost response rates by generous margins. The most enthusiastic of these folks assert that donors acquired through the use of premiums have long-term value no less than that of donors acquired without them. Read on ...
fundraising
Sunday, July 02, 2006
Knowledge Nomads: Understanding an Overlooked Segment of the Workforce Helps Managers Lead
By Todd L. Pittinsky, Magaret J. Shih
This article appeared in the 2006 issue of Working PapersManagers have formal and official supervisory authority within an organizational hierarchy. As a result, a perennial concern of managers is employee mobility, i.e., the turnover of workers, and the implication of worker mobility for the staffing of critical functions in the organization.
Read the remainer of this article in PDF format »
managers, employment
This article appeared in the 2006 issue of Working PapersManagers have formal and official supervisory authority within an organizational hierarchy. As a result, a perennial concern of managers is employee mobility, i.e., the turnover of workers, and the implication of worker mobility for the staffing of critical functions in the organization.
Read the remainer of this article in PDF format »
managers, employment
Saturday, July 01, 2006
Rational sharing and its limits
People differ in their willingness to share, as well as their reasons to do so. An open collaboration community of willing sharing members thrives on a virtuous cycle: increased sharing often offers stronger reasons for more people to share. However, it may also decline when the cycle goes the opposite direction and turns vicious. What determines the dividing line?
We offer insights into this important question based on an analytic understanding of the concept of rational sharing, which is sharing for net gain in personal utility. In a nutshell, a community thriving on rational sharing is essentially an economic system, a platform for creating mutual benefit through exchanges.
This analysis is based on our prior work in statistical modelling of peer–to–peer systems. There are two salient features. First, the shared content is modelled as a mixture of different types of goods. Members’ sharing is pooled and organized into supply, which in turn is brought to match with demand from the members themselves, and a wider community also in the case of open access. The importance of the goodness of match between supply and demand is therefore apparent. Second, incentive schemes are modelled simply as dependence between the quality of service a member sees and the level of sharing. Being simplistic, it points to an interesting generic observation: no incentive is strong enough to break the catch–22 situation during startup unless some seed content is present.
We are not suggesting rationality as the only conscious basis of sharing for individuals. Quite the contrary, we gauge the limits of rational sharing thereby, and identify when and how non–rational bases of sharing is needed. For instance, high quality open access Wikis we witness today would not have been sustainable if sharing had been purely rational, as meaningful reward in quality gain has to be reserved for enticing rational members. Read on ...
community, sharing
We offer insights into this important question based on an analytic understanding of the concept of rational sharing, which is sharing for net gain in personal utility. In a nutshell, a community thriving on rational sharing is essentially an economic system, a platform for creating mutual benefit through exchanges.
This analysis is based on our prior work in statistical modelling of peer–to–peer systems. There are two salient features. First, the shared content is modelled as a mixture of different types of goods. Members’ sharing is pooled and organized into supply, which in turn is brought to match with demand from the members themselves, and a wider community also in the case of open access. The importance of the goodness of match between supply and demand is therefore apparent. Second, incentive schemes are modelled simply as dependence between the quality of service a member sees and the level of sharing. Being simplistic, it points to an interesting generic observation: no incentive is strong enough to break the catch–22 situation during startup unless some seed content is present.
We are not suggesting rationality as the only conscious basis of sharing for individuals. Quite the contrary, we gauge the limits of rational sharing thereby, and identify when and how non–rational bases of sharing is needed. For instance, high quality open access Wikis we witness today would not have been sustainable if sharing had been purely rational, as meaningful reward in quality gain has to be reserved for enticing rational members. Read on ...
community, sharing
Subscribe to:
Posts (Atom)
Posts
