Good News. Our workshop on Practical Project Management for non profits scheduled for New Plymouth in New Zealand on February 16th 2009 is fully subscribed. The even better news is that we will hold registrations open and plan to offer a second workshop on February 15th. Email admin@johncoxon.com.au for an information kit and registration form. At the session on February 16th we have with us people from Hauora Taranaki PHO, Agriculture ITO, Womens Centre New Plymouth, South Taranaki District Council and Tui Ora Ltd. Don't be shy. More than 200 people attended these sessions in 2008 throughout Australia and New Zealand. Join us in 2009.
We had a great time in 2008 meeting all these people and sharing their stories. They also provided us with invaluable feedback, much of which we will be incorporating into our presentation. We are having a break now for the next couple of months while we prepare for the 2009 series of professional development courses. This one on project management will be back, bigger, better and brighter than ever. Plus we have two news courses. One on helping develop coaching competencies with managers. The other providing senior executives with an insight into how they might create a culture for successful project management. Details can be viewed on our websites.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Email john@johncoxon.com.au
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
Monday, November 24, 2008
Generational Interaction
Why should there be any generational gap in the workplace? Outside of work people have different needs and associate with different groups for different reasons. In the workplace we all have the same needs and goals. Most importantly we need to work together in a collaborative manner to achieve those goals. Organisations comprise teams of people. The majority of people work willingly and happily in a team environment. By definition a team is a system where each team member holds a piece of the jigsaw and needs the collaboration of others to complete the puzzle. Everyone contributes their piece of the jigsaw.
Young, middle aged or mature, we all bring something to the discussion in the way of our experiences. Being young and lacking experience doesnt mean having nothing of value to contribute. To the contrary the younger members of the workforce bring a fresh, and sometimes different perspective. Being older doesnt mean being stuck in the ways of the past. Those ways have been responsible for many of the economic issues we face today.
Leadership is paramount here. Team leaders must develop the ability to bring groups of diverse people together, to facilitate conversations, to help form collaborative action, to hold people to their commitments and promises. This is achieved by listening and asking questions. Effective leadership, and teamwork, is a process of continuous learning by everyone, regardless of their age or experience.
Let the journey continue
John Coxon
Taking You From Frontline Manager to CEO
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
Young, middle aged or mature, we all bring something to the discussion in the way of our experiences. Being young and lacking experience doesnt mean having nothing of value to contribute. To the contrary the younger members of the workforce bring a fresh, and sometimes different perspective. Being older doesnt mean being stuck in the ways of the past. Those ways have been responsible for many of the economic issues we face today.
Leadership is paramount here. Team leaders must develop the ability to bring groups of diverse people together, to facilitate conversations, to help form collaborative action, to hold people to their commitments and promises. This is achieved by listening and asking questions. Effective leadership, and teamwork, is a process of continuous learning by everyone, regardless of their age or experience.
Let the journey continue
John Coxon
Taking You From Frontline Manager to CEO
Skype: john_coxon
Blog: http://healthsector.blogspot.com
Blog: http://nfp-management.blogspot.com
http://www.linkedin.com/in/johncoxon
Follow john_coxon on Twitter
Join John Coxon on Facebook
Share your management experiences
I would like to request your help. I am seeking feedback from managers at all levels on the issues they have faced as a manager and the strategies or tools they used to resolve the issue. Don't be shy. Your experiences will benefit everyone reading this blog. Your will enrich their knowledge base and we will all become or effective managers as a result. Share your ideas on here.
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Let The Journey Continue
John Coxon
Taking You From Frontline Manager to CEO
Friday, November 21, 2008
A structure for future development
As I was writing the previous entry for this blog I was reminded of a situation a client asked me to involved in about two years ago.
The client had been offered an opportunity to expand its services into another geographic region and the CEO at the time proceeded to develop a proposal for this to take place, and involved the board in discussions.
Issues arose when the time came to submit the proposal. The board backed away from the idea for a number of reasons.
Looking back, with the benefit of hindsight, this organisation didnt have in place a framework or process for growth. Prior growth had been opportunistic and had taken place on an ad hoc basis, albeit successfully.
The lesson here, amongst many others, is this. Opportunities can present themselves at any moment. Without a framework to work within these opportunities can be missed or an incorrect decision made. In the case of my client, the lack of a framework to guide both the board and the CEO resulted in a split between them. The lack of a framework can lead to the board becoming mission focussed or even risk averse rather than focusing on growth and sustainability.
What might such a framework include? First of all what type of opportunities might the organisation consider? What degree of alignment is needed with strategic direction, or mission, for such an opportunity to be considered. The framework might include parameters such as geographic boundaries (or avoidance of), ethical considerations, compliance with legislation or even quality compliance, the identification of risk factors and a model for assessing risk, the decision making process, level of information required to enable a decision. These are some of the components of such a framework.
With a framework in place there is less room for reactive or ad hoc decision making. There is less opportunity for misinterpretation, nervousness by boards or even executive staff taking an inappropriate direction.
John Coxon
Taking You from Frontline Manager to CEO
The client had been offered an opportunity to expand its services into another geographic region and the CEO at the time proceeded to develop a proposal for this to take place, and involved the board in discussions.
Issues arose when the time came to submit the proposal. The board backed away from the idea for a number of reasons.
Looking back, with the benefit of hindsight, this organisation didnt have in place a framework or process for growth. Prior growth had been opportunistic and had taken place on an ad hoc basis, albeit successfully.
The lesson here, amongst many others, is this. Opportunities can present themselves at any moment. Without a framework to work within these opportunities can be missed or an incorrect decision made. In the case of my client, the lack of a framework to guide both the board and the CEO resulted in a split between them. The lack of a framework can lead to the board becoming mission focussed or even risk averse rather than focusing on growth and sustainability.
What might such a framework include? First of all what type of opportunities might the organisation consider? What degree of alignment is needed with strategic direction, or mission, for such an opportunity to be considered. The framework might include parameters such as geographic boundaries (or avoidance of), ethical considerations, compliance with legislation or even quality compliance, the identification of risk factors and a model for assessing risk, the decision making process, level of information required to enable a decision. These are some of the components of such a framework.
With a framework in place there is less room for reactive or ad hoc decision making. There is less opportunity for misinterpretation, nervousness by boards or even executive staff taking an inappropriate direction.
John Coxon
Taking You from Frontline Manager to CEO
Manage Strategically
I participated in a meeting with a group of non-profit CEO's yesterday where one of those present made the comment 'in my 50+ years I haven't seen anything like the current economic crisis. The next 18 months are going to be very difficult'.
Clearly this comment was made in context to the conversation at the time yet it made me think a little about how you might go about managing your organisation over the next two years.
There is an old adage that goes like this. When the going gets tough the tough get going. Similarly, those that are bold in troubled times will reap the benefits when times become better.
It is tempting to pull in the shutters, lock the doors and hunker down in the bunker till the storm passes over. It is a strategy. It ensures you will still be there to open the doors at a later date. It also ensures you will have missed out on the opportunties that present themselves during troubled times.
Conversely it is tempting to act in an ad hoc and reactive manner. Grabbing at everything that presents itself. This may be an equally disasterous course to steer. Troubled times need a structured approach to sustainability not just a grab for gold or a struggle for survival.
What systems and processes does your organisation have in place to facilitate strategic decision making? Are decisions made on the fly or do you have in place a framework within which major decisions are made? Do you have in place a process of collaborative consultation and discussion - not death by committee - an actual process of healthy debate? Is his process aligned to the mission and values of your organisation?
It might even be time to reconsider the mission. When things are cruising along happily, few take the time to consider what you do, why you do it, who you do it for and how you go about the process.
The environment in which we operate is changing. Assuming a sufficient level of financial support from Government funding sources is folly. The cost of providing social services, in every area of society, is likely to increase significantly over the next few years and continue for many years to follow. The increased cost will be driven by rising labour costs.
Looking at how you organisation goes about generating revenue will always be a contentious issue. Sometimes revenue raising flies in the face of being a mission-driven organisation. The reality is that if your organisation is not able to remain sustainable for the long term it will not be able to effectively deliver services to the community. Funding will then be directed to those organisations able to demonstrate effectiveness, viability and sustainability.
Bring together managers and staff. Conduct a facilitated brainstorming session on the emerging environment and the issues this presents. Then take the time to relate the future to the present. It may be time for some strategic planning.
My advice. Dont pull in the shutters. Dont hucker down to wait for the storm to pass. As a service provider you owe it to your staff and your consumers to provide them with the best opportunities and services possible. This cannot be achieved by moving backwards or standing still. The future is viewed by looking forward and having in place systems and processes for well debated decision making.
John Coxon
Taking You from Frontline Manager to CEO
Clearly this comment was made in context to the conversation at the time yet it made me think a little about how you might go about managing your organisation over the next two years.
There is an old adage that goes like this. When the going gets tough the tough get going. Similarly, those that are bold in troubled times will reap the benefits when times become better.
It is tempting to pull in the shutters, lock the doors and hunker down in the bunker till the storm passes over. It is a strategy. It ensures you will still be there to open the doors at a later date. It also ensures you will have missed out on the opportunties that present themselves during troubled times.
Conversely it is tempting to act in an ad hoc and reactive manner. Grabbing at everything that presents itself. This may be an equally disasterous course to steer. Troubled times need a structured approach to sustainability not just a grab for gold or a struggle for survival.
What systems and processes does your organisation have in place to facilitate strategic decision making? Are decisions made on the fly or do you have in place a framework within which major decisions are made? Do you have in place a process of collaborative consultation and discussion - not death by committee - an actual process of healthy debate? Is his process aligned to the mission and values of your organisation?
It might even be time to reconsider the mission. When things are cruising along happily, few take the time to consider what you do, why you do it, who you do it for and how you go about the process.
The environment in which we operate is changing. Assuming a sufficient level of financial support from Government funding sources is folly. The cost of providing social services, in every area of society, is likely to increase significantly over the next few years and continue for many years to follow. The increased cost will be driven by rising labour costs.
Looking at how you organisation goes about generating revenue will always be a contentious issue. Sometimes revenue raising flies in the face of being a mission-driven organisation. The reality is that if your organisation is not able to remain sustainable for the long term it will not be able to effectively deliver services to the community. Funding will then be directed to those organisations able to demonstrate effectiveness, viability and sustainability.
Bring together managers and staff. Conduct a facilitated brainstorming session on the emerging environment and the issues this presents. Then take the time to relate the future to the present. It may be time for some strategic planning.
My advice. Dont pull in the shutters. Dont hucker down to wait for the storm to pass. As a service provider you owe it to your staff and your consumers to provide them with the best opportunities and services possible. This cannot be achieved by moving backwards or standing still. The future is viewed by looking forward and having in place systems and processes for well debated decision making.
John Coxon
Taking You from Frontline Manager to CEO
Boring, boring, boring
This blog is boring. Well that is not actually true. I just wanted to draw your attention to the fantastic offer I am about to make.
Would you like to participate in free management coaching? It’s an easy question to answer. Yes or No. If yes please read on.
Throughout 2009 I will be delivering a series of management workshops throughout Australia and New Zealand. At each event, on either the evening prior or the evening after I will be holding court in a lounge at the venue. I will be providing free, no obligation, coaching to those in attendance. I will help you solve management issues, develop competencies, reduce stress and enjoy your work more. It’s free, no cost, no obligation, no books, no CD’s, no hidden agenda’s or products and definitely no hard sell. If you are there you benefit from the combined knowledge of all in attendance. If you are not there then you miss out. Whether 5, 50 or 500 turn up I will find a place for us to work together. If need be we will move out into the street and work there.
Why am I making this offer? I operate a successful consultancy working with managers in the health, aged care and not for profit sector. The work I do allows me to travel throughout the two best countries in the world. It allows me to spend time with my wife, Liz, to enjoy holidays together and it allows me to spend time with my children, Tara and Byron. I do what I love and I love doing it. I also like to give back as much as I get. Most management advice is freely available. If you had the time you could read all the books, articles, blogs, research reports, white papers I do. After many years as a management coach I have learned one irrefutable fact. Most people can access information. What they need me to do is help them develop and implement the action plans that convert knowledge into results. By coming along, meeting me, letting me meet you, it means that when you do call me seeking my help we already have had contact. You are comfortable with and we spend less time becoming comfortable and move quickly to help you reduce stress and enjoy your work.
How do you register for these events? You don’t. Just turn up. If you wish you may SMS me a message on +61427390376 the day prior, regardless I will be there.
How do you find out about dates and times? Firstly, go our either of our websites, www.johncoxon.com.au or www.johncoxon.co.nz and follow the link to services and to workshops. Here you will find details of cities, venues and dates. Court will be in session from 5.30-7.00pm.
Secondly, sign into www.twitter.com and follow john_coxon, here you will see announcements of dates and venues also. You could also return to this blog in one week and you will see a list dates on here.
Are you in? What have you got to lose? Absolutely nothing. What value on the stuff you learn? Priceless.
Let me help you reduce stress and enjoy your work as a manager.
John Coxon
Would you like to participate in free management coaching? It’s an easy question to answer. Yes or No. If yes please read on.
Throughout 2009 I will be delivering a series of management workshops throughout Australia and New Zealand. At each event, on either the evening prior or the evening after I will be holding court in a lounge at the venue. I will be providing free, no obligation, coaching to those in attendance. I will help you solve management issues, develop competencies, reduce stress and enjoy your work more. It’s free, no cost, no obligation, no books, no CD’s, no hidden agenda’s or products and definitely no hard sell. If you are there you benefit from the combined knowledge of all in attendance. If you are not there then you miss out. Whether 5, 50 or 500 turn up I will find a place for us to work together. If need be we will move out into the street and work there.
Why am I making this offer? I operate a successful consultancy working with managers in the health, aged care and not for profit sector. The work I do allows me to travel throughout the two best countries in the world. It allows me to spend time with my wife, Liz, to enjoy holidays together and it allows me to spend time with my children, Tara and Byron. I do what I love and I love doing it. I also like to give back as much as I get. Most management advice is freely available. If you had the time you could read all the books, articles, blogs, research reports, white papers I do. After many years as a management coach I have learned one irrefutable fact. Most people can access information. What they need me to do is help them develop and implement the action plans that convert knowledge into results. By coming along, meeting me, letting me meet you, it means that when you do call me seeking my help we already have had contact. You are comfortable with and we spend less time becoming comfortable and move quickly to help you reduce stress and enjoy your work.
How do you register for these events? You don’t. Just turn up. If you wish you may SMS me a message on +61427390376 the day prior, regardless I will be there.
How do you find out about dates and times? Firstly, go our either of our websites, www.johncoxon.com.au or www.johncoxon.co.nz and follow the link to services and to workshops. Here you will find details of cities, venues and dates. Court will be in session from 5.30-7.00pm.
Secondly, sign into www.twitter.com and follow john_coxon, here you will see announcements of dates and venues also. You could also return to this blog in one week and you will see a list dates on here.
Are you in? What have you got to lose? Absolutely nothing. What value on the stuff you learn? Priceless.
Let me help you reduce stress and enjoy your work as a manager.
John Coxon
Thursday, October 9, 2008
The practice of Governance
The Carter model of governance sets out the roles and responsibilities for members of the governance group. The roles are clear; the board sets out strategy and the executive implements that strategy, and takes whatever actions are called for, within operating guidelines.
In practice the two groups meet at regularly scheduled meetings where issues of policy and practice are discussed and decisions made that enable the organisation to operate smoothly.
In practice it is not quiet as smooth as that, as I am reminded from time to time, when clients contact me to discuss the issues they are experiencing. A couple from the past twelve months or so come to mind.
In the first instance the CEO made a decision to expand a nfp organisation beyond existing geographical borders. There was a precedent for doing so, the organisation had done just that a year or so earlier. In a sense the CEO was simply continuing a process that had begun earlier. The issue here was the CEO assumed the board wished to continue that process and forgot one important consideration. The CEO serves at the behest of the board. It is correct the CEO runs the business; rather than the Board. At the same time the CEO is a servant of the board and should choose to seek guidance, or ask, rather than assume and tell.
In the second instance, the CEO of another non-profit made a decision to purchase another business. This intention had been flagged during earlier discussions but no information had been provided to the board. When the opportunity came to make the purchase, which was in line with the strategic direction of the organisation, the CEO provided the board with a one paragraph email and a rudimentary set of figures. The issue for some board members was the inadequate level of information and insufficient time for informed debate. The decision was eventually discussed and endorsed by the required minimum votes. The outcome was a division of board members and the eventual resignation of some. Boards are there to hold the CEO accountable. CEO's need to consider that if they expect volunteer board members to put their name to the activities of an organisation then those board members deserve to be provided with an adequate level of information and sufficient time for debate.
In practice the two groups meet at regularly scheduled meetings where issues of policy and practice are discussed and decisions made that enable the organisation to operate smoothly.
In practice it is not quiet as smooth as that, as I am reminded from time to time, when clients contact me to discuss the issues they are experiencing. A couple from the past twelve months or so come to mind.
In the first instance the CEO made a decision to expand a nfp organisation beyond existing geographical borders. There was a precedent for doing so, the organisation had done just that a year or so earlier. In a sense the CEO was simply continuing a process that had begun earlier. The issue here was the CEO assumed the board wished to continue that process and forgot one important consideration. The CEO serves at the behest of the board. It is correct the CEO runs the business; rather than the Board. At the same time the CEO is a servant of the board and should choose to seek guidance, or ask, rather than assume and tell.
In the second instance, the CEO of another non-profit made a decision to purchase another business. This intention had been flagged during earlier discussions but no information had been provided to the board. When the opportunity came to make the purchase, which was in line with the strategic direction of the organisation, the CEO provided the board with a one paragraph email and a rudimentary set of figures. The issue for some board members was the inadequate level of information and insufficient time for informed debate. The decision was eventually discussed and endorsed by the required minimum votes. The outcome was a division of board members and the eventual resignation of some. Boards are there to hold the CEO accountable. CEO's need to consider that if they expect volunteer board members to put their name to the activities of an organisation then those board members deserve to be provided with an adequate level of information and sufficient time for debate.
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