MUST SEE: HELPFUL RESOURCES
A true leader can let you fail without you being a failure, relationships are the sinew that holds the force together. Stanley McChrystal reimagines the responsibilities of 21st century leadership. A leader today has to be willing to be reverse mentored by those who are younger and more savvy about our world, a leader must understand that relationships are the sinew that hold the force (or an organization) together, and how most important, let you fail without you being a failure. I rely on this clip often in our leadership development work, it’s well worth the 17 minutes!
When you watch this video, be prepared to wholly reimagine the world of work, especially the way you approach meetings, of your artists, your staff, your board. As Cain says, just because some may be the best talkers, they’re not to be mistaken as always the best thinkers. Everyone lands somewhere along the extroversion-introversion continuum, and if we’re going to benefit fully from everyone’s good will and good guidance, we must engage in ways that serve the entire spectrum of preferences.
Ever wonder why you do the things you do? Especially those that don’t serve you that well, yet that you keep repeating? Charles Duhigg, in this highly readable and useful guide introduces us to the fact that our routines are made up of a three-part "habit loop": a cue, a behavior and a reward. There’s something our brain likes (the reward) even in those routines (habits) that serve us less well. Understanding and interrupting that loop is key to breaking a habit, says journalist Charles Duhigg.
Ronald Heifetz, is a hero to many of us, owing to his understanding of the responsibilities of leadership, especially in a volatile and chaotic world where organizations must remain adaptive, yet where leaders must show up predictably and consistently. To survive, according to Heifetz, ‘you need a sanctuary where you can reflect on the previous day’s journey, renew your emotional resources, and recalibrate your moral compass’. Partners in Performance is offering just such a sanctuary. Join us for Savoring a Life in Leadership, four days of reflection and recommitment, all within the peace and beauty of Aunt Karen’s Farm in upstate New York, May 14017, 2020.
There is such a difference between a fixed strategic plan, and a supple, adaptive strategy. Our unpredictable and dynamic operating environment demands that our organizations develop the latter and forget the former. This conclusion is not reached lightly nor quickly, yet after 30 years of helping organizations develop quite thoughtful strategic plans (think roadmap), we discover that the map is not the territory, and that most of those plans have done little more than guarantee (with a few tweaks) that we simply perpetuate the status quo. This short piece from the Stanford Social Innovation Review offers a compelling case for and good guidance about developing strategy, while leaving the strategic plan behind.
There is simply no perfect guide to building and managing g your board. Yet Leading with Intent presents well researched, well analyzed information gathered during the past year. The finding are based on discussion and surveys with 1000 nonprofit CEOs and 1000 nonprofit board chairs. Read about the correlation between the amount of social time board members spend together and their ability to think and work strategically, and that boards that participate in rigorous self assessment get stronger over time. The findings offer direct and specific ways in enrich and improve your boards performance, basically how to get the governance you need from the board you have!!