Thinking about first principles, the oft-quoted line from philosopher-comedian Groucho Marx, “Those are my principles, and if you don’t like those … I have others” comes to mind. Beyond the moral ambiguity implied, might there be a hidden reference to other legitimate sets of first principles here? If so, what would this mean for nonprofit… Continue reading First Principles First
Tag: leadership
Juggling Cats, Chainsaws, & Bowling Balls
Leadership roles often requires a capacity to deal with multiple challenges. Consequently, we need to be able to share our ‘attention budget’ between various roles, functions, priorities, and tasks. Leaders as Jugglers The juggling metaphor is sometimes used to suggest the dexterous handling of these multiple demands. Each metaphoric ‘ball’ is given its due, and… Continue reading Juggling Cats, Chainsaws, & Bowling Balls
Reactive, Responsive, & Proactive Leadership
A recent exploration of thinking styles (see The [mind] map is not the territory) included a reference to automatic thinking. It suggested that unconscious (usually emotional) reactions to triggering events or circumstances can benefit from Cognitive Behavioural Therapy. But that was only a small part of the automatic thinking story. Reactiveness, Responsiveness, or Proactiveness Part… Continue reading Reactive, Responsive, & Proactive Leadership
Agents, Proxies, & Servants – Agency Part 2
Agency Theory was highlighted in Part 1 of this two-part series, along with personal and organisational agency, but this offers only an economic perspective on how we use agency in governance and management. Across the fields of economics, psychology, sociology, law, and political science, five distinct agency theories can be identified – each with relevance… Continue reading Agents, Proxies, & Servants – Agency Part 2
Was it something I said? Dialogue style choices
At the risk of stating the obvious, our choice of words, tone, pitch, and jargon influences others’ perception of, and receptivity to, our message. Of course, when we have been tactless (often inadvertently), or worse, have offended the other party, everything we say to them subsequently is coloured by their associating us with a ‘negative’… Continue reading Was it something I said? Dialogue style choices
A spectrum of listening intentions
Leaders who listen – Part 2 One of my most profound professional development experiences involved being introduced to active listening techniques many years ago. As so many had discovered before me, and since, ed psych courses during teacher training offered meagre preparation for encounters with the vast range of mental and emotional states adolescent students… Continue reading A spectrum of listening intentions
Delegation to volunteers – handle with care
Delegation ‘Power‘ The power to delegate some part of the board’s authority or functions (other than ‘the power to delegate‘*), is one of the legitimate powers enshrined in most non-profit constitutions. Not being able to delegate ‘the power to delegate’ makes sense, as ultimate responsibility must remain with the governing board. In small to medium-sized… Continue reading Delegation to volunteers – handle with care
Diagnosis and Treatment in Leadership
I’ve long valued Bryan Whitefield’s insights and guidance on risk and adaptive leadership matters, and his recent article (highly recommended) on diagnosis and action at the Self and System levels, reminded me of another broad parallel I had noticed between health service and leadership concepts and processes. The ‘standard’ treatment process used by health practitioners… Continue reading Diagnosis and Treatment in Leadership
Empathy and Mindfulness in leadership (and life)
Empathy is one of the featured qualities of effective leaders in much of the leadership literature. Henry Mintzberg lists the collaborative mindset, requiring empathy and insight into a network of relationships, as one of The Five Minds of a Manager. Managing self: the reflective mind-set Managing organizations: the analytic mind-set Managing context: the worldly mind-set… Continue reading Empathy and Mindfulness in leadership (and life)
What’s the motion?
“… the sooner the meeting has a proposal framed, the sooner debate can focus on what the meeting agrees to”