Taking the Lead in Leadership!

The Challenge of Leadership To Identify -and Maximize- Your Resources

What’s Different Today? 1) In today’s environment, people value TIME as much (or more)than money! 2)When you try to motivate members, talk to them as INDIVIDUALS, not as “FELLOW MEMBERS.” 3) TECHNOLOGY will continue to change things.

What’s Different Today? 4) In most organizations, members would rather talk to EACH OTHER than to the organization. 5) IMAGE and IMPACT are two critical factors in gaining members’ continuing support. 6) If your Organization is going to attract and keep members it will somehow have to ENGAGE those people in the organization.

What’s Different Today? 7) In addition to TELLING members what your Organization is doing, you have to let them know that you’re LISTENING. 8) Members are becoming less TOLERANT of our SHORTCOMINGS. 9) The definition of RESPONSIVENESS has changed dramatically to our members. 10) Set your sights on being your members’ FIRST OPTION when they are trying to SOLVE PROBLEMS.

Squaring Our Needs With Their Needs 1. Give volunteers as many OPTIONS as possible on how they can participate. 2. Learn to create “LENSCRAFTER” leaders. 3. Take a resource check. Use members TALENTS, not just their time. 4. Use TECHNOLOGY to get members involved. 5. Use TECHNOLOGY to recognize members.

6. Consider greater use of TERM LIMITS. 7. Do what the private sector does - offer JOB SHARING. 8. Make the best possible use of TESTIMONIALS from other leaders. 9. Do away with leadership LADDERS. Who wants to wait that long? 10. Always identify what members can expect to ACCOMPLISH, not just what they can expect to do!

Incentives to Attract “Top Level” Leaders 1) Focused information 2) Timely information 3) High level networking 4) Recognition 5) Access 6) The “Gift” of Leadership

The Gift of Leadership

Dow Jones & Co. All rights reserved. Reprinted with permission. Nonprofit Training for Profitable Careers Manager’s Journal By Howard Isenberg Corporations interested in accelerating the education of their most promising managers would do well not to look at the nation’s business schools but at what seem like an unlikely place: America’s nonprofit organizations.

Dow Jones & Co. All rights reserved. Reprinted with permission. Nonprofit Training for Profitable Careers By Howard Isenberg Carefully selected volunteer experience is a new fast track for high-potential managers. It can be both a training ground and a proving ground for a company’s best people. Three to five years of volunteer work can provide management experience most corporations couldn’t provide over 20 years, if it came at all.

Dow Jones & Co. All rights reserved. Reprinted with permission. Nonprofit Training for Profitable Careers Jim took on the job of volunteering for the group, and it was the beginning of a very productive relationship for both Jim and the organization. Over the next several years he worked his way up organization’s Board of Directors. Along the way, he learned things that never would have come his way in our R & D lab. He was almost immediately put into fund raising. This was far removed from anything he’d ever done, and it gave him new confidence and experience.

Dow Jones & Co. All rights reserved. Reprinted with permission. Nonprofit Training for Profitable Careers As a member of the Board he found himself calling on major corporations to persuade them to hire people trained by the group. The quiet chemist had become a salesperson, and a very good one.

Dow Jones & Co. All rights reserved. Reprinted with permission. Nonprofit Training for Profitable Careers Mr. Isenberg is currently general manager of CCL Custom Manufacturing in Niles, IL.

Leadership Gifts l team building l consensus building l negotiating l presentation skills l issues management l fiscal responsibility l fundraising/membership

Transferring Skills l staff management l decision making l negotiating l public speaking l setting priorities l fin. management l sales/marketing team building n consensus building n negotiating n presentation skills n issues management n fiscal responsibility n fundraising/membership