1 TEAM B - PowerPoint Presentation

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TEAM B

I was walking down the street the other day looking for a new client’s office and I was having a little trouble finding it. I really didn’t know that end of town very well so I was concentrating more on the numbers on the buildings than where I was going.

As I turned the corner—hopeful I was headed in the right direction—I heard a loud clattering sound and looked up. Out of the corner of my eye I saw a huge man on a bicycle careening down the sidewalk, arms and legs flailing. He was obviously unable to steer, let alone stop. Immediately realizing the danger, I dropped my briefcase and dove head-first into the nearby bushes, narrowly escaping an accident with an overweight hit-and-run cyclist. I popped out of the shrubbery, branches in my hair, and looked down the sidewalk. He was gone.What a jerk! What was he doing on the sidewalk with that bike? And anyway, what was he doing on a bicycle in the first place, when he clearly wasn’t able to ride one. He should be off learning somewhere else. The nerve. He could have killed me! How unbelievably dangerous. What on earth did he think we have streets for? Sidewalks are for pedestrians, not bikes – especially not for out of control ones. What if an old lady had been in his way? She would have had no chance at all. Imagine. The gall of this guy.And look at my clothes. I was a mess. My jacket was torn, my knees were scrubbed, my hands were dirty and I broke one of my heels off. Damn shoes were expensive too.

TEAM A

I was walking down the street the other day looking for a new client’s office, and I was having a little trouble finding it. I really didn’t know that end of town very well and so I was concentrating more on the numbers on the buildings than where I was going.

As I turned the corner, hopeful I was headed in the right direction, I heard a loud clattering sound and looked up. Out of the corner of my eye I saw a huge man on a bicycle careening down the sidewalk, arms and legs flailing. He was obviously unable to steer, let alone stop. Immediately realizing the danger, I dropped my briefcase and dove head first into the nearby bushes, narrowly escaping an accident with an overweight hit-and-run cyclist. I popped out of the shrubbery, branches in my hair, and looked down the sidewalk. He was gone.

Wow. That guy could have killed me. I couldn’t believe it. My response time was unbelievable. Imagine. I was in those bushes within a fraction of a second. Incredible. And with high heels on. Oops. Make that high heel – one of them didn’t survive. I broke the heel off of the other shoe so I could walk straight. Thank goodness I bought expensive shoes—they even looked good without heels. I was impressed. My years of working with horses had definitely paid off; I could really get out of the way fast. I gave myself an emotional pat on the back. I’d like to see my son move like that. Downright elegant the way I dove into those shrubs. I brushed the dirt off my pants, pleased I had worn brown. Most people I know would have been flattened. They wouldn’t have had a chance. I snickered smugly and plucked the leaves from my hair. Then I headed down the street to my son’s office. My favorite client!Slide2

Building Leaderful OrganizationsGlobal Impact 100 ConferenceOctober, 20162Slide3

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EXERCISE 1

I was walking down the street the other day looking for a new client’s office and I was having a little trouble finding it. I really didn’t know that end of town very well so I was concentrating more on the numbers on the buildings than where I was going.

As I turned the corner—hopeful I was headed in the right direction—I heard a loud clattering sound and looked up. Out of the corner of my eye I saw a huge man on a bicycle careening down the sidewalk, arms and legs flailing. He was obviously unable to steer, let alone stop. Immediately realizing the danger, I dropped my briefcase and dove head-first into the nearby bushes, narrowly escaping an accident with an overweight hit-and-run cyclist. I popped out of the shrubbery, branches in my hair, and looked down the sidewalk. He was gone.Slide4

UNWRITTEN RULES OF YOUR ORGANIZATION4

Thou Shalt Not Make Contentious Decisions At Meetings. Maketh All Such Decisions Pre Or Post Meeting Time.

Thou Shalt Not Ever Confront Colleagues in a Public Setting.

Thou Shalt Always Assume The Senior Most Person Deserves All The Praise.Thou Shalt Shun Anyone Who Challenges Our Traditional Ways. All Moose and Elephants Shall Remain Under the Table … At Least Until Pre or Post Meetings.

EXERCISE 3

“There goes my organization. I must follow them. I am their leader! “

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OneTwoThreeFour“Work before play”“Work, and then you die”“Life first, work second”“Work as part of lifestyle”

Hates to lose

Hardship and sacrifice

Conservative principlesDuty, honor and respectHardworking and dedicatedRespect for authorityConformityDiscipline Past experience is the best mentorProtocol orientedLikes

to WinHigh stress is the normDriven to succeed

Action orientated

Personal gratification

Highly

participative and likes to be involved

Growth and development oriented

Future and innovation oriented

ImpatientRule breaker

Likes to be heard

Healthy skepticismSerious / cynical

PragmaticSelf sufficient and independent

Seek work / life balanceInformalCasual about authorityLow profileWork at own pace

Tech savvyLikes to be quickly impactful

Realistically optimistic

Confident

Personal goal oriented

Undisciplined and unstructured

Cooperative

Curious

Technology experimenters

Fun

seeking

Environmentally concerned

Dedicated

Driven

Balanced

Determined

General Characteristics

EXERCISE 4

5

One

Two

Three

Four

Comfortable with taking direction from leadership

Like leaders who offer structure and clarity

Prefer decisions to be anchored in precedent

Leadership decisions should be made with discipline, logic and leader involvement

Good leadership minimizes riskLeaders should describe a vision of what the future can beLeadership should establish future direction clearlyLeaders should focus on the big picture and let others work out the detailsLeaders should be democratic and authenticGood leadership maximizes opportunityLeadership is highly situationalLeaders should minimize organizational politicsPrefer leadership to be open and informalLeaders should prescribe loose guidelines and a framework (not rules) to encourage entrepreneurshipGood leadership is balanced and fair mindedLeadership should create the room for as much autonomy as possibleLeaders should focus on setting broad and challenging targets and milestonesLeaders should operate within flat organizational structuresPrefer leaders to allow a lot of individual freedom and independenceGood leadership is creative and inclusiveLeaders should have integrityLeaders should be humaneLeaders should be credibleLeaders should be competent

Leadership Style PreferencesSlide6

6EXERCISE 5A PASSION FOR MAKING A DIFFERENCEActing with a deep sense of purpose, making meaningful and lasting impact, and playing a vital role in the communityINNOVATION AND A SENSE OF HOPE Seeking and finding a better future through change and transformation

LEADERSHIP AUTHENTICITY AND ACCOUNTABILITYLeading with integrity and ownership with all of our stakeholders

(volunteers, board colleagues, community partners, donors and members)RICH DIVERSITY OF THOUGHT AND RESPECT FOR DIFFERENCES

Generous listening and respect for difference, fostering genuine inclusion and collaborationRESPONSIBLE STEWARDSHIPCarefully leveraging to the fullest potential the time, talents and treasures of our membersSUSTAINABILITYContinually investing in board member development, leadership development and team dynamicsOUTSTANDING ROLE MODELS Consistently supporting our mission and living our valuesNon-Profit Governance Health Check

4. Short term goals and success targets, clearly articulated for each piece of the organization

4.

Board Self-Evaluation

assesses performance against key fiduciary responsibilities

1.

Mission and Values

clearly articulated and frequently referenced in decision making

5. A

Financial System

meeting industry standards

3.

Succession Plans in place for all Board Members2. Strategic Plan with goals and objectives articulated at least three years into the future

5.

Board Development Programs

, continually strengthening team culture, leadership skills and governance processes

MISSION AND VALUES

STRATEGIC PLAN

STRUCTURE

PROCESSES

METRICS

PEOPLE

Looking through the lens of these values, what do you see that each group offers of significant value to the organization?

What strategies do you see you may put in place to engage each of these groups?

Governance System