Friday, April 28, 2006
Wednesday, April 26, 2006
Monday, April 24, 2006
by Manda Salls
A recent study on the factors that contribute to successful high-performance social enterprises finds a connection between enterprises that link economic value with social value.
This was the focus of a study presented at the colloquium, "The Social Enterprise Knowledge Network: Seeking Success in Social Enterprise," ending August 1. This two-year study was the second carried out by SEKN since it was founded in 2001 as a research partnership between HBS and leading business schools in Latin America and Spain. SEKN's research centered on smart practices by social and business organizations in Latin America and Spain.
This research will be published in Harvard's David Rockefeller Center for Latin American Studies book series through Harvard University Press.
The goal of the colloquium is to help leaders in businesses and society create social value for their communities, while in parallel strengthening their organizations.
The study centered on forty organizations—twenty NGOs (non-governmental organizations) and twenty corporations—deemed to be high performers in social enterprise (SE). Through interviews, field research, and comparative analysis, HBS professor James Austin, HBS senior researcher Ezequiel A. Reficco, UNIANDES professor Roberto Gutiérrez, and INCAE professor Enrique Ogliastri presented what the SEKN researchers found to be smart practices for organizations wanting to create social value.
The researchers stressed the importance of synergies between Economic Value (EV) and Social Value (SV), calling them "two sides of the same coin." By aligning EV and SV, both nonprofits and corporations can: ...
Friday, April 21, 2006
Wednesday, April 19, 2006
Tuesday, April 18, 2006
Please answer each question on a scale of 1-5 (1 being the lowest score and 5 being the highest).
Consider the context in which you are answering the questions - are you answering to help yourself lead better, with a view to helping your work team, or with the aim of comparing notes with others taking the self assessment? Keep this context in mind as you answer each series of questions.
Check it out …
Friday, April 14, 2006
We have looked at Preparing the Report, and at Construction and Style. In this post, let's look at the Presentation of the Report
The report needs to go to the right person at the right time. "Right" may be determined by a set schedule. You may have a schedule of reporting to a certain person at particular times. Or someone may have commissioned the report and asked it to be presented by a particular date.
Obviously you need to deliver the report on time. Other operations of the organisation may depend for their success on that timing. But whether the report is on time or delivered late will also impact on your image within the organisation. Do you want to be seen as reliable and efficient? Then report on time.
If the report is presented verbally, then all of the techniques of public speaking come into play. Speaking clearly and loudly enough to be heard are obvious, but make sure you can be heard, and understood, or your content will be lost. You will need to convince, again, of your image - sincerity and professionalism are important. Use eye contact to convince of your sincerity and commitment. Use it, too, to emphasise points you are making. Employ variation in pitch and pace, and use pause to emphasis points, too. But they will also keep our audience's attention, even if it is an audience of one.
Only read what is written. Keep extraneous comments, explanations or last minute thoughts for the time before or after the presentation.
Remember that no matter how hard you worked at your job, however efficient you may have been, however good your idea, if you cannot communicate effectively, it will have been lost. This report is your communication link, use it well.
The fourth and final part in this series on reporting will finish with a list of the main Taboos and Dos of Reporting.
Thursday, April 13, 2006
Monday, April 10, 2006
There are many types of power that leaders can use.
These include problematic ones such as the power of position, the power to give rewards, the power to punish and the power to control information. While these types of power do have some strength, they put the person being lead in an unhealthy position of weakness, and can leave leaders using these power bases looking autocratic and out of touch.
More than this, society has changed hugely over the last 50 years. Citizens are individually more powerful, and employees are more able to shift jobs. Few of us enjoy having power exerted over us, and some will do what they can to undermine people who use these sorts of power.
However there are three types of positive power that truly effective leaders use:
Charismatic power, expert power and referent power.
This article teaches the technique of building expert power.
Friday, April 07, 2006
From Tom Peters
Reread: "These men were outrageous—arrogant, provocative, unconventional, and unpredictable. They were not 'well adjusted' by normal standards but instead forced the world to adjust to them. ... Without their irrational confidence, ambitious vision, and unstoppable zeal, these outrageous captains would never have sailed into unknown waters, never discovered new worlds, never changed the course of our history." To survive competitively in the turbulent decades ahead we need to find & cherish such people. What—exactly—is your "Hypomanic Recruitment Plan?" (No kidding. It may be the most serious question you ever try to answer.)
Thursday, April 06, 2006
The goal of every action, every meeting, every project:MAKE OTHERS SUCCESSFUL!
Can you honestly say that the questions you asked at the very last meeting you attended were ... directly & unequivocally ... about making others successful?
Read on ...and click on Success Tips
Monday, April 03, 2006
If you want to be a leader who attracts quality people, the key is to become a person of quality yourself.
Leadership is the ability to attract someone to the gifts, skills, and opportunities you offer as an owner, as a manager, as a parent.
I call leadership the great challenge of life.
What's important in leadership is refining your skills.
All great leaders keep working on themselves until they become effective.
Here are some specifics:
Read on ...