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Micromanagement during a difficult time is an almost irresistible urge. We all believe it is wrong, except when we are the micromanager. When we are the micromanager, we tell ourselves, “This is the one time when it is justified.” Regardless of how much one feels it is justified, it is still uncomfortable for the person who is being micromanaged. [...]  The board chairperson is the most important person in the organization. Is that true in your organization? Do you treat recruiting the chairperson as important or necessary? Do you have a successor plan for the chairperson? [...] Say “Diversity” and immediately people think about racial, ethnic, or other forms of classifying people. Diversity can also refer to the things we think about and the way we think. Does your board have the necessary diversity to create a sustainable organization? [...] Core values are something most consultants and MBAs promote as necessary and valuable. Therefore, most organizations have them but seldom refer to them or find them valuable. This appears to be one of the gaps between theory and practice. [...] Change driven by a vision, goals, and optimism is durable and produces sustainability. It also takes advantage of one’s positive emotions. That helps foster an atmosphere of trust, cooperation, and joy. Achieving the goals provides a sense of fulfillment. We all want to be part of a success. Using positive motivators helps emotionally connect each person to the vision and goals. Their emotions will sustain their effort. [...] What is the difference between a desire and a goal? Without a plan, more vitality, strength, and sustainability are just desires. Without a plan, how will you convince the staff, donors, referral sources, and others that you are serious, intentional, and know how to do it? Unless you write down your plan how will others follow it? Without milestones how will you know if the plan is working? [...] Numerical growth is only one example of growth. Is it the right one for your favorite nonprofit? It is the most popular measure because it is the most important measure to retail operations and retail is the most visible business activity around us. However, other growth measures can be more important. [...] Leaders are the source of vitality for every organization. There are two parts to this. A vital leader is necessary for a vital organization. The leader makes the decisions that create a vital organization. [...] Leaders must think strategically. However, we seldom train them to do what we demand. Many who serve on a nonprofit board are serving on a board for the first time. Their employment requires operational thinking. As a result, they think about details first, the big picture second, and strategy is a problem solving tool rather than a planning tool. [...] Success is a 50/50 proposition. Half of success is making the right decision. Half of success is being able to execute the decision. [...] |
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