Mission: Accountable » Leadership

Building Trust in Your Organization

Becky DaVee — Thu, 21 Jan 2010 15:11:22 +0000

Today, the Greater Fort Worth Chapter of NACBA is conducting a workshop for its members and Phill Martin, Deputy CEO of NACBA, will facilitate the dialogue. “Trust and Betrayal in Staff Teams” is the title of the workshop. Building trust and loyalty within an organization provide essential foundations of success in providing missional programs to the public. Everyone on the same page, working completely together, for the mission of the organization.

According to Steven Covey’s book The Speed of Trust: The One Thing That Changes Everything, trust means confidence. The following 13 behaviors either build or erode trust:

straight talk
demonstrating respect
creating transparency
righting wrongs
showing loyalty
delivering results
getting better
confronting reality
clarifying expectations
practicing accountability
listening first
keeping commitments
extending trust first

For more information about Covey’s book and building trust, see ConvergenceCoaching LLC Inspired Ideas Building Trust.

How does your organization perform in the trust department? Assess your team by using the 13 points of trust.

Constructive Partnership

Becky DaVee — Fri, 19 Jun 2009 14:56:51 +0000

Case law has defined the responsibilities of tax-exempt boards. Normally referred to as the 3D’s (duty of care, duty of loyalty and duty of obedience), the board’s actions primarily are centered on organizational oversight and policy setting. The chief executive is responsbility for managing the organization’s operations and resources. If the board oversteps and becomes too involved in operations, the organization’s executive management may become stiffled or feel threatened. If the chief executive does not openly communicate critical issues to the board, the board becomes apprehensive that resources and mission may be at risk.

So what is the solution?

Each party (board and chief executive) must understand their missional roles and responsibilities. Governance is the exercise and assignment of power and authority. Boards have a unique opportunity to partner with the chief executive in missional objectives.

Think about the following if, then statements:

IF the board delegates the operations to the chief executive…AND trust, candor and respect exist between both parties…THEN the board operates at the “exceptional level”, able to face and resolve problems early.

IF the board annually evaluates the chief executive, communicating the good and bad news “in and between meetings”…THEN exceptional boards can retain talented executives longer.

IF the chief executive provides tools and information to the board…THEN exceptional boards make timely decisions, resolving problems.

IF boards ensure that executive compensation is fair and competitive…THEN exceptional boards can attract more qualified chief executives.

IF missional objectives are at risk…THEN replacing the chief executive must be considered. Timing and communication play critical roles internally and externally to the organization.

Does your organization have a strong relationship with the chief executive? Accountability works both ways in creating a constructive partnership.

For more information about Constructive Partnership, see THE SOURCE12, a publication of BoardSource.

The above used by permission from BoardSource.

Initiative – Do you have it?

Christina Brinker — Tue, 30 Dec 2008 16:05:28 +0000

“Success seems to be connected with action. Successful people keep moving. They make mistakes, but they don’t quit.” Conrad Hilton, Hotel Executive
Qualities leaders possess that enable them to make things happen:
1. They know what they want
2. They push themselves to act
3. They take more risks
4. They make more mistakes - and don’t let it bother them
How to improve YOUR initiative?
1. Change your mindset – “If you lack initiative realize the problem comes from inside yourself, not others. Find the source of your hesitation and address it.”
2. Don’t wait for opportunity to knock – be proactive
3. Take the next step – do something about it!
Above information derived from John C. Maxwell’s “The 21 Indispensable Qualities of a Leader”, Chapter 10.

Positive Attitude

Kimberly Perkins — Mon, 22 Dec 2008 14:52:44 +0000

To be an effective leader, you must have a positive attitude. Your attitude drives your behavior and your behavior affects those working around you.

To remain positive, think about these things:

1. Your Attitude is a Choice. You can’t always control what happens to you (or what your client/coworker does or doesn’t do), but you can control how you react to those circumstances.

2. Your Attitude Determines Your Actions. Your attitude drives your behavior. Your body language is a reflection of your attitude.

3. Your People Are a Mirror of Your Attitude. A leader creates the environment that determines people’s moods at the office and their mood, in turn, affects their productivity and level of engagement.

4. Maintaining a Good Attitude is Easier Than Regaining One.

If you need an attitude “pick-me-up,” do these things:

1. Feed yourself the right “food.” Try to think positively and surround yourself with positive reinforcement.

2. Achieve a goal every day. Set an achievable goal each day so that you feel that you are making progress. This will help you to feel more positive.

3. Write it on your wall. Keep reminders of goals you’ve accomplished or things that inspire you to stay positive. These constant reminders will help you to maintain a positive attitude.

Focus – The Eighth Quality of a Leader

Linda Low — Tue, 25 Nov 2008 15:48:57 +0000

According to John Maxwell’s book, 21 Indispensable Qualities of a Leader, effective leaders know they must have focus to succeed. The keys are priorities and concentration. A leader who knows his priorities but lacks concentration knows what to do but never gets it done. If he has concentration but no priorities, he has excellence without progress. But when he harnesses both he has the potential to achieve great things.
Focus 70% on strengths – identify 3-4 things you do well and spend 70% of your time on those things.
Focus 25% on new things – what do you need to get to the next level in your main area of strength?
Focus 5% on areas of weakness -Identify 3-4 things your job requires but you don’t do well, delegate. How do you focus?