If you want to retain your employees, you must equip them with what it will take to thrive in our rapidly shifting environment.
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Change is no longer a one-time event. Disruption no longer comes once a decade.
Does your business have Titanic Syndrome or is it designed to help you steam ahead in the face of our 21st Century reality?
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When I think of the many challenges organizations grapple with, a majority have to do with the relationships between their people. Whether that’s two individuals, a team, or an entire department. The ORSC approach helps organizations navigate both.
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Sometimes we choose change, sometimes we don’t. Sometimes it sneaks up on us when we thought we were just creating a plan and sometimes it comes out of the blue.
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A common mindset held by nonprofits lies within the belief they can save money by doing everything themselves. Just because you can do something, doesn’t mean you should.
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What if you could increase your capacity for prevention by identifying problems before they happened? It is possible with a process called upstream thinking.
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While a global pandemic may not have been the perspective any of us were seeking, living through it shined some welcome light on the issue of burnout, mental health, work-life balance and is helping to reframe thinking on how and where the job gets done.
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I lived what I would call an "ignorance is bliss" life. Like most of us, I drove through communities seeing only what is on the surface--shopping malls, churches, schools, city halls and parks. No longer. I have lost my "bliss factor".
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You don’t have to look hard to see what leadership looks like. Just watch the Minnesota Wild Hockey team since Bill Guerin took over as general manager and he named Dean Evason head coach.
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Volatility, Uncertainty, Complexity, Ambiguity. In a nutshell, the VUCA age requires new approaches to age-old processes, growth and open mindsets, broader perspectives and thinking on your feet.
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Upstream Thinking is the quest to solve problems before they happen. Imagine what an equitable world it could be if we shifted our approach from downstream to upstream.
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The nonprofit sector’s scarcity mindset didn’t originate on its own. It is in part due to the approach of philanthropy organizations, funders, donors, and grant makers. After all, they are responsible for prioritizing and determining what is appropriate to fund, how long it will be funded, and what hoops nonprofits must go through to get funded.
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The majority of interviews were clear, business shouldn't be a dirty word for nonprofits.
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Many of the professionals and board members I interviewed said, "Healthy conflict cultures are essential to success." Yet healthy conflict cultures aren't possible when ego is at the forefront.
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Much like having a stop sign on your forehead, a scarcity mindset gives off a message that says, "don't invest here, we are not worth it."
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Organizations tend to either be reactive or proactive in nature and there is nothing more effective at exposing that nature than a good pandemic.
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If you didn’t think emotional and social intelligence were important before, you would have had no doubt by the time you left ICF Minnesota’s professional development event.
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“We have a strategic plan, that’s not the problem.” However, my experience tells me otherwise.
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Organizations, like the human body, also redirect pain away from the underlying source. When people learn I do strategic planning with organizations, the most common response often sounds something like this, “We’ve spent a lot of time and money on strategic planning and nothing changes when it is over.”
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Neuroscience is a 50-year-old discipline but has only been in the public mind from the leadership and coaching perspective for about seven years.
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