Learn Something New

"I learn something new every day." How many times have you heard someone say that, or have you said it yourself? I heard it the other day, and it occured to me that it's not necessarily an over-statement. Most of us really do learn something new every day. But we probably don't even recognize it or acknowledge it when we do. We just add it to the existing mix of facts and information swirling through our heads.

So, the challenge is to try to identify one new thing you learn every day. Or, even better, intentionally go out there and learn something new every day. Keep track - write it down- and I'll bet you'll be amazed at the end of a month at all of the new things you've learned.

 

Here are a few ideas for stimulating the learning process:

 

Have fun, and learn alot!

Leading by Humility

Definition of humility: having or showing a modest or low estimate of one's own importance What is the role of humility in leadership?  Jim Collins has said that most of the leaders of the great companies he studied in "Good to Great"  and other works were very humble men.  If a leader is one who rules or inspires, how are humble (i.e., modest or meek) people successful?

I think the answer is that a truly great leader focuses on the success of the organization, not of the self. If the organization grows, realizes its goals and achieves its objectives, a humble leader is satisfied.

What are some of the characteristics of a humble leader?

~ Trusts others to do their best- delegates tasks and authority

~ Invests in others- nurtures talent and cultivates other leaders

~ Admits mistakes- accepts responsibility without casting blame or making excuses

~ Thanks others for their actions- expresses gratitude and gives recognition

~ Recognizes their own limitations- knows when to look for assistance from others

~ Invites feedback- wants to improve

~ Diverts attention- shares success with others who played a part

Being humble doesn't mean being wimpy or weak. Demonstrating humility shows that you have a high level of confidence in your abilities and that you value others and their contributions. It encourages team members to express their opinions and do their best work, with the knowledge that they will be valued.

Any questions? Please be in touch with me at ewoolfe@intuitionconsult.com to learn more.

 

THINK Intentionally

It's February 1st, and time to reveal my 2016 intention: how I plan to approach my work and life this year. What came up for me is to be more thoughtful in my words and actions, whether it be in my interactions with clients, colleagues, family or friends.  I've put together a few questions that I'm going to be asking myself before I open my mouth to say anything, to encourage more thoughtfulness and insight:

T  is what I am going to say truthful?

H  how is it helpful?

I  is it important for me to weigh in on this?

N  is it necessary for me to say something here?

K  can I be kind?

Wish me luck! This may not be as easy as it looks.

 

My Top Ten Peter Drucker Quotes

Peter Drucker (1909-2005) has been described as the person who "invented management." His contributions to the field of organizational development are felt today in both the for-profit and nonprofit worlds.  Many of today's practitioners, including one of my favorites, Jim Collins, cite Drucker as an influence on their research and study. Drucker has been quoted thousands of times, and there are dozens of "Druckerisms" that are wonderful. Here are a few of my favorites:

  1. “Doing the right thing is more important than doing the thing right.”
  2. “If you want something new, you have to stop doing something old.”
  3. “There is nothing quite so useless as doing with great efficiency something that should not be done at all.”
  4. “What gets measured gets improved.”
  5. “Results are gained by exploiting opportunities, not by solving problems.”
  6. “So much of what we call management consists of making it difficult for people to work.”
  7. “People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.”
  8. “Meetings are by definition a concession to a deficient organization. For one either meets or one works. One cannot do both at the same time.”
  9. “Long-range planning does not deal with the future decisions, but with the future of present decisions.”
  10. "Management is doing things right. Leadership is doing the right things"

 

I'm particularly fond of #3 and #7.  What are your favorites?  Please let me know!

I'm at ewoolfe@intuitionconsult.com.

 

What's Your Story?

"Marketing is no longer about the stuff that you make, but about the stories you tell."  ~Seth Godin My clients often ask me about how they can become more effective fundraisers. There's so much competition out there, they say. We aren't reaching enough people, they say.

Here's what I ask them: What's your story? What sets you and your organization apart from others?  What can you tell potential donors about your community or your cause that will enable them to care about it the way you do?

Telling your story changes how you present yourself to the public and your potential supporters. It's not about the number of people you serve; it's about how those people are impacted. It's not about the amount of money you need to raise; it's about how your donors can benefit by making an investment in your organization. This is philanthropy, not fundraising.

The stories you tell should be about real people, and they should be just long enough to create a feeling in the listener- a feeling that leads to their engagement and participation. We all have a story to tell- yours can be the one that inspires others to think, to speak, to act, or to give. Go out and tell your story!

I'd love to help you tell your story. Please reach me at ewoolfe@intuitionconsult.com.

 

 

Thank You Very Much

In early December, I sent out a small gift to my current, past and (hopefully) future clients, along with a "Season's Greetings" card.  I was surprised as the weeks went by and I did not receive more than a couple of messages of thanks from the recipients.  Actually, I was shocked. But when I told some of my colleagues about my experience, they weren't surprised at all. It seems there is an epidemic of ingratitude going around. Over the holiday break, I reflected on this trend and its ramifications for organizations sending out their year-end appeals.  This has become an expected part of end-of-year activities for both donors and organizations. But I'm wondering what happens now- in January- when all the donations have been received and tallied. How many of these organizations are going to turn around and express their gratitude? How will they articulate their thanks? It should be the most important part of the fundraising strategy, but if this "culture of ingratitude" is as established as it appears, what does this mean for fundraising?

Let's change the culture. Let's begin the year with an "attitude of gratitude" and let's encourage this attitude to spread through our professional and personal lives. Let's not miss an opportunity to thank someone for a kindness, a gift, or an expression of support. Let's make sure that our family, friends, mentors, and especially donors feel appreciated.

Thank you very much!

Let's work together in 2016. Please be in touch at ewoolfe@intuitionconsult.com