Not for profit organisations are failing to take advantage of one of the most important sources of information and feedback available today. Increasing numbers of employees are engaged, overtly and covertly, in social media. They are blogging, Twittering and exchanging ideas and info on the likes of Facebook. These spaces contain an extraordinary amount of information.
To date the focus of many CEO's has been on how to prevent or limit the use of this technology, with some of the less enlightened ones seeking to use the information available to penalise employees. A more enlightened perspective would be to learn how to benefit from the technology. Those that do so will have a distinct advantage over those that do not.
Instead of trying to stop the flood by putting our fingers into the proverbial dyke, consider enabling your employees to use social media as a workplace tool; to communicate with each other, to share ideas and information, to communicate with stakeholders. They are doing it now, just not in a way that is of a benefit to your organisation.
By all means put some boundaries in place. Some online behaviour is unacceptable and can be harmful to the reputation of an organisation. Instead of trying (and failing) to impose a blanket ban instead be clear in your expectations and consequences. Be sensible. The greater the barriers you impose the less info you will have available and the less you will benefit. Encourage employees to share ideas and info on programs, benefits, customer needs, community needs, what other orgs are doing, what they see and what they hear, research, concepts, models, frameworks, other perspectives.
Why not encourage your employees to be active in the social media space, ask them to declare where they live online, and then gather together a couple of volunteers and charge them with the task of scanning social media. Identify some key themes and key words that are off interest. Be positive and pro active. Make it a collaborative activity between management and employees and volunteers and stakeholders. With experience I predict you will be amazed at the info, the linkages, the warnings, the new ideas that will emerge - not to mention an entirely new level of communication taking place in your organisation.
Let The Journey Continue
John Coxon
John Coxon & Associates
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
Tuesday, July 7, 2009
Wednesday, July 1, 2009
Habits of Mind
Huh, its 5.46am. I should be asleep however I am not, I am awake, the brain is active, I've enjoyed my first cuppa and have been reviewing material from Costa's Habits of Mind in preparation for working with a client. As I read through this material I was reminded of how easy it is to become stuck in how we go about doing things.
As a management coach I spend a good part of each day in discussion with individuals, asking a lot of questions and I believe I'm reasonably good at it - at least feedback indicates I am - yet as I reviewed the Habits of Mind material I realised how we create our own habits. Some of them are good, some not so. I realised also how we have a tendency to complicate situations.
Take asking questions for example. Costa talks about Questioning with Intention. To engage with plurals, What are some of your goals? rather thanWhat goal have you set? To explore tentatively using words such as might, could and may. To invite further exploration with questions that include an invitation to envisage, evaluate and to probe.
As I think through this process I am reminded that our 'toolkit of questions' doesn't need to be extensive. A handful of well designed questions, asked when relevant, will be more productive than a list. I recall that when I first engaged in coaching, some 7-8 years ago, I would go into a meeting with a bullet point list of questions to ask. I soon learned that coaching conversations are a journey, without a preset destination. They are not an interview. I learned how to replace my fear that I would forget to ask something with the ability to ask just one or two relevant questions and then to focus upon listening to the response. Further questions would derive from how well I listened to what the other person was saying.
We create our own habits. The challenge we face is to recognise this and to put aside time to reflect, to review our practices and to ask ourselves how we could achieve the same outcome without making the process complicated? I didn't conciousely set out to review my habits as I read through this material. I was seeking to adapt it for the adult audience of my client. I discovered that though Habits of Mind material is aimed at the school market, it is relevant to all, young and old.
All this suggests the key to a good life may well be to never stop learning, to constantly be trying to connect the dots and rediscover new ways of looking at old problems. Now that is getting a little to philosophical and probably reflects the time of the day and lack of caffine.
To those reading this blog, I hope your day has started as well as mine has.
As a management coach I spend a good part of each day in discussion with individuals, asking a lot of questions and I believe I'm reasonably good at it - at least feedback indicates I am - yet as I reviewed the Habits of Mind material I realised how we create our own habits. Some of them are good, some not so. I realised also how we have a tendency to complicate situations.
Take asking questions for example. Costa talks about Questioning with Intention. To engage with plurals, What are some of your goals? rather thanWhat goal have you set? To explore tentatively using words such as might, could and may. To invite further exploration with questions that include an invitation to envisage, evaluate and to probe.
As I think through this process I am reminded that our 'toolkit of questions' doesn't need to be extensive. A handful of well designed questions, asked when relevant, will be more productive than a list. I recall that when I first engaged in coaching, some 7-8 years ago, I would go into a meeting with a bullet point list of questions to ask. I soon learned that coaching conversations are a journey, without a preset destination. They are not an interview. I learned how to replace my fear that I would forget to ask something with the ability to ask just one or two relevant questions and then to focus upon listening to the response. Further questions would derive from how well I listened to what the other person was saying.
We create our own habits. The challenge we face is to recognise this and to put aside time to reflect, to review our practices and to ask ourselves how we could achieve the same outcome without making the process complicated? I didn't conciousely set out to review my habits as I read through this material. I was seeking to adapt it for the adult audience of my client. I discovered that though Habits of Mind material is aimed at the school market, it is relevant to all, young and old.
All this suggests the key to a good life may well be to never stop learning, to constantly be trying to connect the dots and rediscover new ways of looking at old problems. Now that is getting a little to philosophical and probably reflects the time of the day and lack of caffine.
To those reading this blog, I hope your day has started as well as mine has.
Saturday, April 11, 2009
Why Would You Want To Be A Manager?
In an bemusing manner this is a question I am sure every existing manager has asked, usually following some particularly frustrating experience.
As far as I am concerned there is only one reason why anyone would want to become involved in management. That is because they actually enjoy working with people, they actually want to help other people to develop and to perform to the fullest potential. Now, I don't actually believe that is why the majority of do become involved in management. My experience is that the majority of manager get there by default; they become managers because they were the last person standing, they were the best performer, they wish to massage their ego, they like giving orders or wearing a cap that says 'The Boss'. Very few actually sit down and make a concious career decision to become a manager because they want to help others people achieve their full potential.
Imagine the difference it would make it that were the reason. To begin with your entire perspective about management would change. Instead of seeing management as a potential conflict situation, a negative, a them versus us situation, you would view management as a positive, a great place to be, as you would be going there to help others. It would cease to be a job and would become a calling. Your passion for helping others would drive you out of bed each day. Imagine being able to view each issue or problem as an opportunity to develop and improve rather than a potential source of conflict. For a start every consultant advising on conflict resolution would be out of work and you would never have to attend another workshop on conflict management!
Imagine the difference there would be in our conversations. No more snide comments about generational gaps, glass ceilings, male versus female, Islam versus Christianity, conservatives versus democrats etc etc. None of these would be our focus, our focus would be on developing the potential of the people around you so that they are able to do the things you need done.
Try this tomorrow when you return to work. Over the next few days go to each person you are responsible for and ask them two questions. The first question is, I would like to hear about your work, can you please tell me how you are doing with your work, program, project? Second question, is there something I can do to help you achieve the desired outcome?
Let The Journey Continue
John Coxon
John Coxon & Associates
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
As far as I am concerned there is only one reason why anyone would want to become involved in management. That is because they actually enjoy working with people, they actually want to help other people to develop and to perform to the fullest potential. Now, I don't actually believe that is why the majority of do become involved in management. My experience is that the majority of manager get there by default; they become managers because they were the last person standing, they were the best performer, they wish to massage their ego, they like giving orders or wearing a cap that says 'The Boss'. Very few actually sit down and make a concious career decision to become a manager because they want to help others people achieve their full potential.
Imagine the difference it would make it that were the reason. To begin with your entire perspective about management would change. Instead of seeing management as a potential conflict situation, a negative, a them versus us situation, you would view management as a positive, a great place to be, as you would be going there to help others. It would cease to be a job and would become a calling. Your passion for helping others would drive you out of bed each day. Imagine being able to view each issue or problem as an opportunity to develop and improve rather than a potential source of conflict. For a start every consultant advising on conflict resolution would be out of work and you would never have to attend another workshop on conflict management!
Imagine the difference there would be in our conversations. No more snide comments about generational gaps, glass ceilings, male versus female, Islam versus Christianity, conservatives versus democrats etc etc. None of these would be our focus, our focus would be on developing the potential of the people around you so that they are able to do the things you need done.
Try this tomorrow when you return to work. Over the next few days go to each person you are responsible for and ask them two questions. The first question is, I would like to hear about your work, can you please tell me how you are doing with your work, program, project? Second question, is there something I can do to help you achieve the desired outcome?
Let The Journey Continue
John Coxon
John Coxon & Associates
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
Thursday, April 2, 2009
Innovative leadership
It may be tempting for funded non profit organisations to feel a tad complacent. Afterall, many will be in the middle of current funding rounds and service agreements. Their funding is in place. The economic downturn will likely have very little impact upon current operations. You might want to think again.
I would warn against complacency. Economic downturns impact in many different ways. Those non profits with business enterprise units may be subject to a drop in revenue as consumers feel the pinch - even those with second hand stores are not immune to consumers tightening the purse strings. Those entirely reliant upon Government funding have little options open to them should future Governments decide to maintain current levels of funding or worse still, cut back on funding.
In good times organisations can carry a little excess weight, they can indulge in activities that carry a cost without having to worry much about accounting for that cost. In times of economic downturn, it is imperative to identify and trim unneccesary costs - those that are not directly associated with service delivery aligned to the mission of the organisation - this requires innovative management.
When things begin to go wrong, continuing to do the same as has been done in the past is not an option - when the structure breaks down it is time to do something different.
It begins with effective governance - let me reword that - effective leadership. Boards need to be extra diligent. They must not assume anything. They must question everything. They must know what is happening now and what the impact of the emerging environment may be. Boards of governance need to be proactive in troubled times. Now is a good time to look at board composition. Does your board have the experience and skills to be effective when change is needed?
The key is sustainability. Governments worldwide are giving away their nation's savings in the name of 'economic stimulation'. Admirable as this policy may be in the short term, we will have to pay for it in the future. Those organisations dependent upon future government funding need to consider the risk of reduced funding. Philanthropic trusts, amongst others, have taken hits from investments in the markets. It will take many years to recover from this. In the meantime the level of philanthropy may drop. What impact might this have on your agency?
Interest rates are falling at present. That simply means they must rise again in the future. Will they rise quickly or slowly? How would you answer that if you were manager of a bank? Will consumers continue to give to charitable causes in 12 months or 18 months or will the level of giving actually reduce? If you don't know, try talking to some of the old hands around during the last economic downturn - see what they can recall.
And in case you are thinking, no worries we will get through this okay, have a look down the track a little. In Australia and NZ, 25% of the population is moving into retirement at present and will continue to do so for the next 20 years. There will be a global labour shortage for the next 20-30 years. Historically the not for profit sector is underfunded for paying salaries and wages - how will you compete for staff in the future? Where will the money come from to enable you to compete? You can talk about job satisfaction after someone starts work with you - getting them to work for you requires access to money.
These thoughts were part of a discussion I had with a not for profit manager yesterday during a coaching session. Are you a not for profit manager? Have you been thinking about these issues? If not, why not? In tough times you need to be thinking differently than you have in the past. Your organisation needs to be doing things differently than it has in the past. This requires innovative leadership.
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
www.johncoxon.com.au
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
I would warn against complacency. Economic downturns impact in many different ways. Those non profits with business enterprise units may be subject to a drop in revenue as consumers feel the pinch - even those with second hand stores are not immune to consumers tightening the purse strings. Those entirely reliant upon Government funding have little options open to them should future Governments decide to maintain current levels of funding or worse still, cut back on funding.
In good times organisations can carry a little excess weight, they can indulge in activities that carry a cost without having to worry much about accounting for that cost. In times of economic downturn, it is imperative to identify and trim unneccesary costs - those that are not directly associated with service delivery aligned to the mission of the organisation - this requires innovative management.
When things begin to go wrong, continuing to do the same as has been done in the past is not an option - when the structure breaks down it is time to do something different.
It begins with effective governance - let me reword that - effective leadership. Boards need to be extra diligent. They must not assume anything. They must question everything. They must know what is happening now and what the impact of the emerging environment may be. Boards of governance need to be proactive in troubled times. Now is a good time to look at board composition. Does your board have the experience and skills to be effective when change is needed?
The key is sustainability. Governments worldwide are giving away their nation's savings in the name of 'economic stimulation'. Admirable as this policy may be in the short term, we will have to pay for it in the future. Those organisations dependent upon future government funding need to consider the risk of reduced funding. Philanthropic trusts, amongst others, have taken hits from investments in the markets. It will take many years to recover from this. In the meantime the level of philanthropy may drop. What impact might this have on your agency?
Interest rates are falling at present. That simply means they must rise again in the future. Will they rise quickly or slowly? How would you answer that if you were manager of a bank? Will consumers continue to give to charitable causes in 12 months or 18 months or will the level of giving actually reduce? If you don't know, try talking to some of the old hands around during the last economic downturn - see what they can recall.
And in case you are thinking, no worries we will get through this okay, have a look down the track a little. In Australia and NZ, 25% of the population is moving into retirement at present and will continue to do so for the next 20 years. There will be a global labour shortage for the next 20-30 years. Historically the not for profit sector is underfunded for paying salaries and wages - how will you compete for staff in the future? Where will the money come from to enable you to compete? You can talk about job satisfaction after someone starts work with you - getting them to work for you requires access to money.
These thoughts were part of a discussion I had with a not for profit manager yesterday during a coaching session. Are you a not for profit manager? Have you been thinking about these issues? If not, why not? In tough times you need to be thinking differently than you have in the past. Your organisation needs to be doing things differently than it has in the past. This requires innovative leadership.
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
www.johncoxon.com.au
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
Tuesday, March 31, 2009
Defining Leadership
There are as many definitions of leadership as there are writers on the topic, which simply serves to confirm that leadership is not something that can be placed into a 'how-to' list or a process matrix.
In my role as management consultant and coach I meet a lot of managers. Some would refer to themselves as leaders; others would simply be kidding themselves and everyone round them if they were to make such a claim. Just making such a statement myself implies I have my own thoughts on what leadership is! And I do.
When I look back over the past 35 years and I attempt to identify those managers I have met or worked with that have displayed leadership, I see the following -
I see the leader who took the time to listen to a young apprentice, to hear his views on some of the issues the apprentices faced in the workplace, then encouraged and assisted this young apprentice to do things differently.
I see a leader, who when the chips were down, instead of condemning his young employee for his actions, instead provided support and advice, while at the same time ensuring his young charge understood he was responsible for his own behaviour.
I see a leader who recognised the desire in one of his employees to develop new skills and proactively created opportunities for that to occur and also for those skills to be used for the benefit of the organisation.
I see several leaders who put aside any preoccupation with formal qualifications and said, instead, let's look at potential.
These are only a handful of people I have worked for or with over the years. Some have been employers, some have been peers and many have been clients. The group that i would refer to as leaders are in the minority. There are many, many, more who simply did not understand the concept of leadership. Do you? Consider these examples I have provided here. Think about the people you have worked with over the years. Think about yourself and how others may percieve your leadership ability.
I can help you develop your leadership capacity, be it through one of our leadership workshops or through one-to-one coaching. It costs nothing to discuss the options. Call me now, I am happy to help you prepare a business case to your manager which will show the benefit to your organisation in developing your potential.
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
www.johncoxon.com.au
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
In my role as management consultant and coach I meet a lot of managers. Some would refer to themselves as leaders; others would simply be kidding themselves and everyone round them if they were to make such a claim. Just making such a statement myself implies I have my own thoughts on what leadership is! And I do.
When I look back over the past 35 years and I attempt to identify those managers I have met or worked with that have displayed leadership, I see the following -
I see the leader who took the time to listen to a young apprentice, to hear his views on some of the issues the apprentices faced in the workplace, then encouraged and assisted this young apprentice to do things differently.
I see a leader, who when the chips were down, instead of condemning his young employee for his actions, instead provided support and advice, while at the same time ensuring his young charge understood he was responsible for his own behaviour.
I see a leader who recognised the desire in one of his employees to develop new skills and proactively created opportunities for that to occur and also for those skills to be used for the benefit of the organisation.
I see several leaders who put aside any preoccupation with formal qualifications and said, instead, let's look at potential.
These are only a handful of people I have worked for or with over the years. Some have been employers, some have been peers and many have been clients. The group that i would refer to as leaders are in the minority. There are many, many, more who simply did not understand the concept of leadership. Do you? Consider these examples I have provided here. Think about the people you have worked with over the years. Think about yourself and how others may percieve your leadership ability.
I can help you develop your leadership capacity, be it through one of our leadership workshops or through one-to-one coaching. It costs nothing to discuss the options. Call me now, I am happy to help you prepare a business case to your manager which will show the benefit to your organisation in developing your potential.
Let The Journey Continue
John Coxon
John Coxon & Associates
Taking You from Frontline Manager to CEO
www.johncoxon.com.au
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
Sunday, February 22, 2009
40 'dumb' questions
I follow the ‘projectshrink’ Bas de Baar, from the Netherlands, on Twitter. Bas writes stuff on project management. As you know, John Coxon & Associates has a workshop, ready for your team, titled Practical Project Management for Non Profits. (Give John a call on +61 3 5561 2228 to organise). Anyway back to Bas. He pointed me to a squidoo lens titled Not So Dumb Project Management Questions, hosted by Hal Macomber.
Even if you don’t have any interest in project management you gotta read this list of so-called dumb questions. They are not really that dumb – what is so dumb is that many people fail to ask them in the first instance. While written in the context of project management, every one of these questions applies to every other aspect of organisational management. I will even bet there are few in this list that you have failed to ask from time to time and wish afterwards that you, or someone, had done so. How dumb did you feel after not asking?
Let the Journey Continue
John Coxon
John Coxon & Associates
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
Even if you don’t have any interest in project management you gotta read this list of so-called dumb questions. They are not really that dumb – what is so dumb is that many people fail to ask them in the first instance. While written in the context of project management, every one of these questions applies to every other aspect of organisational management. I will even bet there are few in this list that you have failed to ask from time to time and wish afterwards that you, or someone, had done so. How dumb did you feel after not asking?
Let the Journey Continue
John Coxon
John Coxon & Associates
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
Succession Planning
Marshall Goldsmith, Harvard Business School, renown executive coach and author, writes in the January 09 issue of the Harvard Business Review, on succession planning and why it is many 'nominated' successors fail to gain the promotion into the top job.
Goldsmith points to the inability of potential successors to build relationships with stakeholder groups prior to promotion. Many executive managers are tapped on the shoulder by an existing CEO and assured they will transition into the top job - only to find that when the time comes, the board appoints someone else.
Appointing someone into the top job is as much about confidence in their abilities as it is in their prior experience. On the surface it appears logical to suggest an insider should recieve the promotion. Afterall they know the ropes, they know how things are done. All of that may be true. Do they have the confidence of the board?
Being known as an excellent employee is not sufficient. Being 2IC often means you operate in the shadow of the current CEO or Director. It is not safe to assume that person is promoting your talents to the board - afterall not all CEO's feel that sure of their own abilities. The CEO might want you to succeed him or or her, on the other hand they may be trying to keep you on board, avoiding conflict between potential successors or simply trying to be friends with everyone. You have to do the work.
Goldsmith suggests six stakeholder groups a potential CEO should be working with - in advance of a potential promotion. These include, the current CEO, peers, direct reports, customers, analysts (substitute funding bodies) and the board. Most potential CEO's focus only on building relationships with the current CEO.
This is not about currying favours or building up markers for future leverage. Relationship building is a long-term exercise. It takes time and patience. Building relationships requires diplomacy and a desire to give back as much as you get - often more - with the certainty of not knowing whether all this work will be any help in the future.
What is know for sure is this. If you aspire to the CEO's role in your current organisation and you fail to build long-term, sustainable relationships with all stakeholder groups then you increase the chance of failing to achieve the top job.
Let The Journey Continue
John Coxon
John Coxon & Associates
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
Goldsmith points to the inability of potential successors to build relationships with stakeholder groups prior to promotion. Many executive managers are tapped on the shoulder by an existing CEO and assured they will transition into the top job - only to find that when the time comes, the board appoints someone else.
Appointing someone into the top job is as much about confidence in their abilities as it is in their prior experience. On the surface it appears logical to suggest an insider should recieve the promotion. Afterall they know the ropes, they know how things are done. All of that may be true. Do they have the confidence of the board?
Being known as an excellent employee is not sufficient. Being 2IC often means you operate in the shadow of the current CEO or Director. It is not safe to assume that person is promoting your talents to the board - afterall not all CEO's feel that sure of their own abilities. The CEO might want you to succeed him or or her, on the other hand they may be trying to keep you on board, avoiding conflict between potential successors or simply trying to be friends with everyone. You have to do the work.
Goldsmith suggests six stakeholder groups a potential CEO should be working with - in advance of a potential promotion. These include, the current CEO, peers, direct reports, customers, analysts (substitute funding bodies) and the board. Most potential CEO's focus only on building relationships with the current CEO.
This is not about currying favours or building up markers for future leverage. Relationship building is a long-term exercise. It takes time and patience. Building relationships requires diplomacy and a desire to give back as much as you get - often more - with the certainty of not knowing whether all this work will be any help in the future.
What is know for sure is this. If you aspire to the CEO's role in your current organisation and you fail to build long-term, sustainable relationships with all stakeholder groups then you increase the chance of failing to achieve the top job.
Let The Journey Continue
John Coxon
John Coxon & Associates
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
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