1. leadership During Times of uncertainty
FOR YOUTH DEVELOPMENT
FOR HEALTHY LIVING
FOR SOCIAL RESPONSIBILITY
leadership During Times of uncertainty
Emotional intelligence is not a new topic; it was introduced in about 1995 by Dan Goleman – and I’ve included this photo of the cover of TIME to show you just how widespread this concept has become. I see many of you have brought your books (good we’re going to use them later!); Talentsmart has worked with 75% of Fortune 500 companies, and emotional intelligence is woven into almost all of our national Y cohort programs, from the NBEI and NCI, to CPI and EPI, as well as in Leading Change and multi-cultural leadership development programs. It’s also a foundational concept in Leading & Coaching Others. How many of you have taken that? Simply put, emotional intelligence is being aware of your own emotions and the emotions of others, and managing your own emotions and the emotional dynamics of your relationships well.
So, given all of this EI work you’ve done and how many good things I’ve heard about the Y of Stark County, I’m sure no one ever feels like this (slide), right? Or like this? Or how about this? The reality is that our emotions are with us everywhere we go, they are part of who we are, and they definitely show up in the workplace. The old-school belief that you just leave your emotions in the car when you come to work is simply not true. They keep us enjoying our work and motivated and they also tell us when something is wrong. And today’s leaders – in any sector, not just at the Y – face great challenges (slide).

3.  
| EMOTIONAL INTELLIGENCE | ©2018 YMCA of the USA

4. The lifecycle begin grow maintain decline dissolve Phase 1
Core Program Development
Phase 2
Infrastructure Development
Phase 3
Impact Expansion
Phase 4
START-UP
ADOLESCENCE
MATURITY
STAGNANT
IRRELEVANT
RENEWAL/
STIMULATION
Another way of thinking about the need for change stems from where your Y is along a maturity or lifecycle continuum.
The model I’ve adopted is a non-profit lifecycle model from TCC Group, formerly The Conservation Company, which does lots of work to support the growth and health of non-profits. It’s a standard lifecycle: It shows how an organization begins with start-up activities, moves into adolescence as it grows, reaches a state of maturity and maintenance, and then moves into potential stagnation, decline and dissolution unless there’s a renewal activity.
This sequence can take decades, or months or years, depending how healthy the organization is. It’s very possible that an organization may reach a mature state and stay there successfully for many decades.
TCC Group has also mapped this curve against three distinct phases – core program development, infrastructure development and impact expansion. Core program development is characterized by a definition of mission, values and a coherent program strategy. The second phase, infrastructure development is made possible when the nonprofit if mature enough grow its offerings – that requires that the right people, processes and technologies are in place to support them. The third phase, impact expansion, happens when the nonprofit is ready to really expand its reach – but that phase requires the ability to evaluate impact, to convey the right messages, to build networks. And if the nonprofit begins to decline, it must arrest its downward trajectory in order to renew or even reinvent itself.
Moving from one phase to the next is a change. It requires readiness and preparation, as well as shedding the old skin for a new one. So by definition, as your Y or association matures, it goes through multiple changes.
By the way, this lifecycle applies to not only organizations, but also programs: Every program follows the same curve, and you may have multiple programs that are at different stages of maturity, all requiring different attention.
The lifecycle curve for nonprofits it based on nature, on biology, so it’s completely natural. But if you remember just how hard it was to go through puberty, or to go through another big life change, you’ll be sensitive to all that we’re asking organizations to do as they move from one stage to the next. |
LIFECYCLE MODEL © TCC Group

5. The lifecycle begin grow maintain decline dissolve NEW POSITION
DEVELOPMENTCREDENTIALS
LEADERSHIP
CHALLENGE
Phase 4
START-UP
ADOLESCENT
MATURITY
STAGNANT
IRRLEVANCE
RENEWAL/
STIMULATION
Another way of thinking about the need for change stems from where your Y is along a maturity or lifecycle continuum.
The model I’ve adopted is a non-profit lifecycle model from TCC Group, formerly The Conservation Company, which does lots of work to support the growth and health of non-profits. It’s a standard lifecycle: It shows how an organization begins with start-up activities, moves into adolescence as it grows, reaches a state of maturity and maintenance, and then moves into potential stagnation, decline and dissolution unless there’s a renewal activity.
This sequence can take decades, or months or years, depending how healthy the organization is. It’s very possible that an organization may reach a mature state and stay there successfully for many decades.
TCC Group has also mapped this curve against three distinct phases – core program development, infrastructure development and impact expansion. Core program development is characterized by a definition of mission, values and a coherent program strategy. The second phase, infrastructure development is made possible when the nonprofit if mature enough grow its offerings – that requires that the right people, processes and technologies are in place to support them. The third phase, impact expansion, happens when the nonprofit is ready to really expand its reach – but that phase requires the ability to evaluate impact, to convey the right messages, to build networks. And if the nonprofit begins to decline, it must arrest its downward trajectory in order to renew or even reinvent itself.
Moving from one phase to the next is a change. It requires readiness and preparation, as well as shedding the old skin for a new one. So by definition, as your Y or association matures, it goes through multiple changes.
By the way, this lifecycle applies to not only organizations, but also programs: Every program follows the same curve, and you may have multiple programs that are at different stages of maturity, all requiring different attention.
The lifecycle curve for nonprofits it based on nature, on biology, so it’s completely natural. But if you remember just how hard it was to go through puberty, or to go through another big life change, you’ll be sensitive to all that we’re asking organizations to do as they move from one stage to the next.
LIFECYCLE MODEL © TCC Group

7. Cause-driven leadership® journey
What a y leader knows & does
Who a y leader is
Explore your essential values & beliefs
Know yourself
Explore your essential strengths, skills & competencies
grow yourself
Align your values & beliefs with the Y’s
Evolve your values & beliefs
Learn the four disciplines
Develop your skills & competencies
The Cause-Driven Leadership Journey is a rich and powerful opportunity to know yourself, grow yourself, and dedicate yourself as a cause-driven leader. It can be a journey of a lifetime, to learn, to practice, and to lead. It’s a journey worth taking.
dedicate yourself
Contribute to sustaining our cause-centered culture
Support others on their Cause-Driven Leadership journeys
Put your values & beliefs, skills & competencies into words and actions that further our cause

8. Thank You Gigi Woodruff Senior Leadership Development Manager
Talent and Knowledge Management
YUSA