This document summarizes the roles and responsibilities of volunteer board leaders and public policy boards. It discusses establishing policy and partnerships with staff, providing strategic direction, assuring financial integrity, and participating responsibly as a board member. It also covers evaluating performance, leading change effectively, and the importance of ethics, integrity and credibility for board leaders.
One of the Philippines' top Filipino corporate trainers and youth/student leadership trainers, Mr. Myron Sta. Ana talks about servant leadership for the youth and the students of the Sto. Niño Catholic School in Taguig City, Metro Manila, Philippines.
The document discusses various aspects of conflict including its inevitability, different types, and approaches to resolution. It describes Fisher and Ury's method of principled negotiation which separates people from problems and focuses on interests, options, and criteria. The document also outlines five conflict handling styles including avoidance, competition, accommodation, compromise, and collaboration. Effective conflict management can strengthen relationships and lead to creative solutions.
This document discusses various leadership styles including servant leadership, situational leadership, transformational leadership, transactional leadership, charismatic leadership, quiet leadership, and participative leadership. It provides descriptions of each style, key aspects that define them, and examples. Presenters are listed who will discuss different styles including servant leadership, situational leadership, charismatic leadership, transformational leadership, transactional leadership, quiet leadership, and participative leadership.
This document contains advice and quotes related to leadership. It discusses the importance of leading by example through actions, setting priorities, recognizing authority, asking questions, and taking initiative. It also notes that leadership by example can be good or bad depending on the leaders and constituents. Leaders should apply leadership by example when trying new things and think differently than their constituents. Effective leadership also requires knowing how to listen, admit mistakes, value others' strengths, accept weaknesses, work within one's capacities, and love one's work and members.
This chapter discusses engaging people's strengths to become a better leader. It explores the concept of strengths, the historical background of strengths-based leadership, how to identify and measure strengths, and examples of strengths-based leadership in practice. Key points include that strengths are positive attributes that help people perform well, researchers have identified themes of human talent and developed questionnaires to assess strengths, and leaders should recognize the strengths of their team to maximize performance.
1. Leaders coordinate group efforts to achieve goals, establish a positive social climate, assist with organization, and help plan and execute development programs.
2. Methods for selecting leaders include identifying active participants, those with high social participation, persons with a reputation for honesty and help, and current formal leaders.
3. Leaders are also selected through informal meetings to identify those people turn to for help, self and informal ratings of leadership abilities, and sociometric techniques where group members name preferred leaders.
This document discusses obstacles in the workplace and leadership styles to overcome them. It defines obstacles as hindrances that make goals difficult to achieve. Effective leaders clarify goals, directions, and motivate employees. Leaders can use directive, supportive, participative, or achievement-oriented styles depending on the obstacle. The case study examines a team facing obstacles and how the leader could address issues like lack of motivation.
The quality of leadership you provide has a significant impact on the people you lead. After analyzing decades of research, Jim Kouzes and Barry Posner confirm this statement with some very compelling data. See how your leadership can positively—or negatively—make a difference.
EGL09 Adult and Young Adult Leadership Presentationskdyouth
This document discusses leadership styles and development for adult and young adult leaders. It describes transactional versus transformational leadership, with transformational being a better fit for Encounter's values. It outlines stages of leadership development for youth from awareness to mastery, and stages of group development from forming to transforming. The roles of adults and young adults are to empower youth leadership through identifying strengths, effective discussions, and meaningful goals while avoiding common mistakes like lack of confidence in youth.
How to engage men in inclusionary leadership programs within your Diversity and Inclusion initiatives. by Dale Thomas Vaughn, presented at the Women In Tech International Summit 2017, previous versions presented at SHMR Diversity and Inclusion 2016, and various corporations.
The document discusses the principles of servant leadership, beginning with an overview of Robert Greenleaf's theory of servant leadership and its roots in religious texts. It then covers the key characteristics of servant leadership according to Greenleaf and Larry Spears, including listening, empathy, healing, awareness, persuasion, and commitment to community growth. The document also notes studies showing servant leadership is effective in businesses and higher education when applied, improving areas like employee morale and motivation.
This document discusses task-oriented and relationship-oriented leadership styles. It explains that most leaders exhibit a blend of both styles but have a preference for one over the other. Task-oriented leaders prioritize goals and achievement, while relationship-oriented leaders focus on connecting with others. Effective leadership requires adapting one's style to meet followers' needs, integrating both task and relationship behaviors appropriately.
This document discusses factors related to success and failure. It states that success requires hard work, perseverance, sacrifice, and passion for your goals. Successful people are confident, have a vision, and focus on their strengths. Factors that can lead to failure include unwillingness to take risks, lack of persistence, seeking instant gratification, poor priorities, and greed. The document also lists rationalizing, inability to recognize opportunities, lack of discipline, poor self-esteem, and a fatalistic attitude as reasons for failure. Finally, it identifies accepting responsibility, striving for excellence, and thinking win-win as important factors for achieving success.
This chapter discusses factors related to ethical leadership, including the character, actions, goals, honesty, power, and values of the leader. It examines the six pillars of character that define an ethical leader and the three principles of showing respect, serving others, and showing justice that should guide a leader's actions. The chapter also explores the five bases of power and how an ethical leader can balance influencing others with maintaining integrity and fairness.
This document summarizes Kalley Keenan's leadership journey. It begins with a quote from Ralph Waldo Emerson about succeeding by leaving the world better through one's actions. The next section reflects on what leadership means, describing leaders as those who recognize their strengths and weaknesses, build on their strengths, and are good at problem solving, seeing the big picture, and communicating. The final section lists Kalley's key strengths, including empathy, developing others, positivity, seeking input from others, and a drive to keep learning.
This document introduces the concept of servant leadership and how it applies to achieving an organization's mission. It discusses how servant leaders prioritize serving others and making sure their needs are met over their own needs. The document outlines characteristics of servant leaders, such as listening, empathy, trust-building, and accountability. It also provides quotes about servant leadership from notable figures. Participants are guided through a self-assessment to evaluate their own leadership qualities and identify one action item to improve their servant leadership abilities in serving their community.
The document discusses out-groups, which are individuals who do not feel part of the larger group. Out-groups form for various reasons like disagreeing with the majority or feeling excluded. They can negatively impact groups by reducing community and synergy. The document outlines six strategies for leaders to effectively engage with out-group members, such as listening to them, showing empathy, and empowering them.
This document discusses leadership and the author's leadership strengths and philosophy. It defines leadership as "the ability to make decisions and take initiatives in order to achieve desired goals." It also lists the author's top five strengths as Command, Competition, Relator, Intellection, and Strategic. The author advocates a philosophy of not being afraid to try new things, not regretting past choices, avoiding stereotypes, and not making lists of things to try.
The document discusses the author's leadership philosophy and top 10 characteristics of leadership. It emphasizes that leading by example is more important than what is said, and that treating people well, having clear beliefs and vision, effective planning and communication, and balancing work and life are keys to being a successful leader. The document also provides several quotes on leadership from notable figures.
The Texas A&M University Water Management and Hydrologic Science program provides a unique, interdisciplinary graduate education in water-related fields. The program was established in 2005 and draws on expertise from four colleges and twelve departments. It offers Master's and PhD degrees and has experienced strong growth, with 48 current students from diverse backgrounds. The program is supported by over 60 world-class faculty researchers and aims to educate future water leaders and scientists to address complex water issues.
This document discusses the challenges of decentralized groundwater governance in Texas and proposes regionalization as an alternative approach. It outlines the evolution of groundwater conservation districts (GCDs) in Texas from their creation in 1949 to present day. While local control has benefits, the current system of single-county GCDs faces issues like hydrologic disconnects, insufficient funding, and conflicting regulations. The document examines regional groundwater management approaches in other states and proposes two options for Texas - consolidating GCDs into larger Groundwater Management Authorities or establishing Groundwater Management Area Councils to better coordinate planning across hydrogeological regions.
The document discusses drought planning for Texas in response to recurring drought conditions that are more severe than the historical drought of record. It notes that drought contingency plans must account for reductions in water supply up to the level of the drought of record. However, many parts of the state are already experiencing new drought records due to population growth, declining surface water and reservoir levels, and groundwater depletion. The document advocates for proactive water conservation and drought contingency planning rather than waiting for drought conditions to emerge.
1) The document outlines an Extension education program to help water districts conserve water and operate more efficiently. It discusses past projects conducted by the Irrigation District Engineering and Assistance Program (IDEA) and defines the new Water District Program.
2) Examples of past IDEA projects included providing GIS support, training, and mapping for various water districts. Projects also addressed issues like irrigation scheduling, drainage problems, and water quality improvement.
3) The Water District Program aims to define needs and opportunities for water districts through cooperation with county agents. It will offer training and technical assistance in areas like canal management, modeling, and GIS/data management. Initial steps include GIS training and demonstration WebGIS projects.
The USGS is a science agency within the Department of Interior that conducts research on water resources, ecosystems, energy and minerals. The Texas Water Science Center conducts studies in cooperation with GCDs to understand groundwater resources. Existing cooperative studies involve data collection and analysis, conceptual modeling, and groundwater modeling. Potential areas of future cooperation include studying brackish water, surface water interactions with groundwater, and additional modeling.
This document summarizes a survey of groundwater conservation districts (GCDs) in Texas. It finds that there are currently 97 confirmed GCDs covering 172 counties. GCDs employ various regulatory tools to manage groundwater, including well permitting, reporting requirements, spacing rules, and production limits. The tools used vary between GCDs depending on factors like local geology, water needs, and enabling legislation. Agriculture is the largest groundwater user. Most GCDs have elected boards and require metering and reporting of groundwater use.
This document discusses using advanced analytical chemistry and hydrogeological modeling to identify and quantify the relative risk of groundwater contamination. It outlines methods used including gas chromatography-mass spectrometry to detect over 70 chemicals and metals, as well as analyzing physical properties like pH, dissolved solids and oxygen levels. The methods have found elevated levels of arsenic, barium and other chemicals near gas drilling sites compared to non-drilling areas and historical levels. Further monitoring is needed over time to better understand contamination risks from drilling activities and improve practices.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
This document discusses leadership and emotional intelligence. It defines key differences between managers and leaders, highlighting that leaders focus more on people while managers focus more on systems and structure. It also outlines various challenges leaders may face, including external challenges from situations and people, as well as internal challenges stemming from insecurities or inability to be objective. The document emphasizes that emotional intelligence is important for leaders to connect with their people and motivate them. It provides frameworks for measuring emotional intelligence competencies like interpersonal skills, adaptability, stress management, and general mood/state of mind.
The document discusses various models and principles of followership. It begins by outlining four principles of followership, noting that everyone takes on follower roles at some point. It then examines the Potter and Rosenbach followership model, which categorizes followers into politician, partner, subordinate, and contributor roles based on their focus on performance and relationships. Next, it analyzes the Curphy followership model, which evaluates followers based on their critical thinking and engagement levels, identifying four follower types: criticizer, self-starter, slacker, and brown-noser. The document concludes by discussing the role of leaders in bringing about social change and qualities of effective social work leaders.
This document discusses Stephen Covey's 8th habit of finding your voice and leadership. It summarizes the key points of Covey's 7 habits of highly effective people which are principles of personal character like being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand then be understood, synergizing, and sharpening the saw. It discusses how modeling and living by these habits is the first role of leadership, and how using a personal planning system can help create focus in life by determining what matters most.
Ethical leadership means behaving according to principles like integrity, respect, trust, fairness, transparency, and honesty that benefit the common good. Ethical leaders positively influence others through their example and direction. They also maintain credibility and reputation in the long run. Key traits of ethical leaders include knowing their values, behaving ethically consistently, not tolerating deviations, raising concerns even if unpopular, admitting mistakes, taking responsibility, defending teams, acting fairly, and leading by example.
The document provides information on ethical leadership and discusses the importance of acting with integrity and fairness as a leader. It notes that people want to trust their leaders and follow those they believe in. The document outlines various categories of ethical behavior such as trustworthiness, respect, responsibility, justice, and caring. It also discusses guidelines for addressing ethical dilemmas and provides maxims for ethical leaders, emphasizing the importance of consistency, keeping promises, listening to others, and developing competence and trust.
The document provides guidance on ethical leadership and behavior for superintendents. It discusses the importance of integrity, trustworthiness, respect, responsibility, fairness, caring, and civic virtue. Ethical leaders are expected to make legal and balanced decisions, listen to others, and develop competence and trust. Upholding promises, consistency, humility, and truthfulness are also emphasized as important qualities of an ethical leader.
The document discusses finding and using one's voice to inspire and lead others. It begins by outlining the pain of people feeling unfulfilled at work, and proposes the solution is transcending negative mindsets like ego and competitiveness. It then discusses discovering one's voice through gifts like free will and different types of intelligence. Expressing one's voice involves developing energy into vision, discipline, passion and conscience. The leadership challenge is enabling people to realize their potential by contributing their talents and passion. Leaders must model the four intelligences and empower others while holding them accountable. The document emphasizes the importance of trustworthiness, communication, and blending voices to find third alternatives. It discusses pathfinding a shared vision and executing through alignment,
Leadership involves persuading others to work towards common objectives. Good leaders motivate groups to accomplish goals by placing themselves at the front of the group and facilitating progress. Key qualities of effective leaders include intelligence, vision, empathy, communication skills, and accountability. Leaders direct groups through assignments and guidance, supervise work, and coordinate group efforts. Effective nursing leadership requires knowledge of self, technical expertise, teaching abilities, and the ability to build human relations. Key aspects of leadership are listening, encouraging risk-taking, gathering facts before deciding, demanding accountability, respecting others, solving problems, keeping commitments, and involving others.
This document provides an overview of a lecture on leading people, styles, and structure. It discusses identifying personal leadership styles using Myers-Briggs and understanding different leadership approaches like coercive, authoritative, affiliative, democratic, pacesetting, and coaching. It also introduces the 7-S model for analyzing organizational structure and emphasizes leading through relationships via the concept of "LX2", where both leaders and followers help each other grow. The key outcomes are to think about how an organization is structured, understand leading through relationships, identify where one can practice LX2, and how to achieve more equal partnerships through open communication and shared vision/values.
I. Leaders play a key role in establishing organizational values and setting the direction of the organization. Values guide leader's decisions and perceptions.
II. Values can be terminal or instrumental, and shape beliefs, attitudes, and personality. Terminal values are desirable end goals like accomplishment or friendship, while instrumental values are means to achieve goals, like courage or honesty.
III. Cultural dimensions from the GLOBE study, like assertiveness and future orientation, distinguish societies and impact management. Values are learned from multiple influences like parents, religion, peers, media, and education.
The document discusses the importance of modeling trustworthiness and character as a leader. It summarizes Stephen Covey's findings that 90% of leadership failures are due to character flaws, not lack of skills or abilities. The key aspects of trustworthiness discussed are integrity, maturity, abundance mentality, competence, wisdom, and judgment. It then outlines Covey's "7 Habits of Highly Effective People" which embody the essence of becoming a balanced, integrated leader and creating a complementary team based on mutual respect. The habits include being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand, synergizing, and sharpening the saw.
This document discusses organizational leadership and defines leadership. It provides multiple perspectives on leadership from various authors. Leadership is defined as a reciprocal, multidirectional influence relationship between leaders and active followers who intend real changes. The document also discusses different levels of leadership, leadership development, and the functions of management versus leadership. It outlines major research approaches to studying leadership such as trait, behavior, power-influence, situational, and integrative approaches.
Hear from Nexus' new CEO, Dr. Michelle K. Murray, on her leadership style and what the organization can expect in the years to come. This issue also includes articles on how to be heard at work, budgeting, Nexus COA re-accreditation process, the upcoming legislative session, and Nexus' 7th Annual Conference.
Leadership in Construction Industry for Building ElecronicsJed Concepcion
The document discusses leadership and provides definitions of leadership. It examines what makes an effective leader through discussing attributes such as vision, passion, integrity, and listening. It contrasts leadership with management, noting that leadership seeks change through improvement while management seeks stability. It also discusses important leadership skills like communication, motivation, and change management. The document then provides tips for being a leader, such as taking responsibility, empowering others, and having vision. It discusses conflict resolution styles and the importance of teamwork, coaching, and scheduling in leadership.
FO611 Unit 2 Written Assignment Details Instructions ShainaBoling829
The document provides details about a written assignment for a counseling foundations course. It includes an overview of the assignment which involves applying an ethical decision-making model to a provided vignette about a counselor facing an ethical dilemma. Notes and instructions are also provided, outlining the requirements for a 3-page paper using APA format. The assignment aims to have students thoughtfully apply ethical standards and consider how legal and historical issues have shaped the counseling profession.
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The Railroad Commission of Texas (RRC) provides the following updates:
1) The RRC plugged 1,020 abandoned orphan wells in FY2023 using $51.5 million from its state-funded plugging budget, exceeding its target by 9%. It also plugged 730 orphan wells using $32 million in federal funds.
2) The RRC is working to obtain primacy over Class VI injection wells for carbon sequestration from the EPA. It has completed one application and has one more in process, with 14 new submissions expected.
3) In response to increased seismic activity, the RRC has established Seismic Response Areas where it reviews operator volumes and pressures and can
Borehole magnetic resonance (BMR) logging is an emerging technology that can characterize aquifers by measuring properties like porosity, pore size distribution, bound versus mobile water, and hydraulic conductivity. Case studies in Texas showed BMR provided more detailed information than traditional logs, identifying low-TDS zones for well screens. In Arizona, BMR estimated hydraulic conductivity was higher than slug tests and aligned better with aquifer tests. BMR can improve aquifer characterization for water resource applications like well design and modeling.
This document summarizes a panel discussion on groundwater availability certifications. The panelists included representatives from four groundwater conservation districts. They discussed the background and requirements for groundwater availability certifications, the role of groundwater conservation districts in the certification process, challenges faced by the districts, and anticipated rulemaking by the Texas Water Development Board to implement recent legislation. The panel then took questions on the topic.
The document provides updates on various groundwater district litigation matters:
1. BLF Land, LLC v. North Plains GCD challenges a rule limiting allocation based on contiguous acreage divided into Groundwater Production Units. A trial is set for September 2024.
2. Lower Colorado River Auth. v. Lost Pines GCD challenges 9 permitting rules, including limits on contiguous acreage and drought curtailment.
3. Aqua Texas v. Hays Trinity GCD challenges enforcement actions and a moratorium, alleging unequal treatment and penalties exceeding statutory caps.
4. Vanderpool Man., LP v. Bandera County River Auth. challenges the ability to file suit on a permit before a ground
The Texas Water Development Board updates presentation covered several topics:
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- Maps showed planned water quality sampling and water level changes in monitoring wells from fiscal years 2022 to 2023.
- Recent studies included one on brackish groundwater in the Trinity Aquifer and upcoming brackish groundwater studies and projects.
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The TCEQ update summarizes recent staff changes at TCEQ including a new Executive Director. It provides information on upcoming TCEQ rulemaking regarding groundwater availability certification and leaking water wells grants. The update notes that TCEQ and TWDB will meet to review any need for new Priority Groundwater Management Areas and that the Texas Groundwater Protection Committee met in January and approved two white papers. It also states that one GCD is presently out of compliance. Contact information is provided at the end.
The 2023 Annual Report summarizes the Texas Alliance of Groundwater Districts' activities over the past year, including organizational changes, strong financial performance, expanded communications efforts, educational trainings and resources provided to members, involvement in the 2022 legislative session, and upcoming priorities like appointing a new Executive Director.
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SDG Stocktake Georgia 2024 - SDGs Through the Eyes of Georgia's Business SectorUNGlobalCompactNetwo1
SDGs Through the Eyes of Georgia's Business Sector. The research was carried out by the UN Global Compact Network Georgia in partnership with EY Georgia, funding was provided by Sweden.
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This presentation by Nadia Combariza, co-executive director of POL.EN Transiciones Justas, was part of the Expert Exchange "Youth Empowerment for a Just Energy Transition" held on June 18, 2024.
The FY2025 Proposed Budget Report provides a comprehensive overview of the financial plan for the upcoming fiscal year for the City of Winter Springs. It outlines the city's revenue sources, expenditure plans, and fiscal policies, emphasizing transparency and fiscal responsibility. Key highlights include:
A total proposed budget of approximately $68.3 million, representing a 6% decrease from the prior fiscal year.
A focus on balancing economic growth with environmental conservation, reflecting the city's commitment to maintaining high-quality government services and public infrastructure.
Detailed breakdowns of budget allocations across various departments, including General Fund, Enterprise Funds, and other governmental funds.
An Executive Summary that reviews the financial outlook, funding sources, expenditure highlights, and personnel costs.
Specific budgetary considerations for major projects, capital outlay, debt service, and interfund transfers.
Projections of changes in fund balance and equity for governmental and enterprise funds, ensuring fiscal sustainability and sound financial management.
The report also discusses challenges faced by the city, such as inflation, infrastructure maintenance, and the need for strategic investments in public services and facilities. It includes detailed appendices with financial data, organizational charts, and a glossary of terms. This document serves as a crucial tool for city officials, stakeholders, and residents to understand and engage with the city's financial planning and priorities for FY2025.
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Political polarization: threat to international cooperation.aimantahira
Political polarization is an existential threat to international cooperation. It undermines the ability of states to collaborate effectively over shared challenges, potentially hindering progress and across border communication on global issues that require coordinated actions. As per UNDP report, it has hijacked the domestic politics of USA so Pakistan with no exception. Ironically speaking, it is not just limited to state affairs but equally affects International treaties and agreements. So eventually influence the global integration. Hence the countries entrenched in partisan bickering find it challenging to forge the alliances necessary to tackle pressing global issues like climate change or international security.
Presentation given by Armenia at the SIGMA-GIZ joint event Advancing Good Governance in Public Administration Reform in the Eastern Partnership Countries, that took place 4-5 June 2024 in Brussels.
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Ethics, TAGD Leadership Training, September 2014: Robert Floyd
1. Roles & Responsibilities
of Volunteer and Public Policy Board Leaders
TEXAS ALLIANCE OF GROUNDWATER DISTRICTS &
HIGH PLAINS WATER DISTRICT
Board Member Training Course
Bayer Museum of Agriculture | September 16-17, 2014
1121 Canyon Lake Dr.
Lubbock, TX 79403
2. Robert A. Floyd,
Legislative Consultant for Hance Scarborough, LLP
Lobbied before the Texas Legislature and U.S. Congress 41 years.
Served as President and CEO of the Texas Motor Transportation
Association and the Texas Society of Association Executives.
Served on the board of directors of state, local and national
associations and non profit organizations.
Served as an elected member of the Eanes ISD Board of Trustees.
Provides advice and counsel to trade associations and non profit
organizations in strategic planning, board leadership,
organizational performance, communications and public affairs.
Author of The Courage to Lead: An Essential Guide for Volunteer
Leaders, Board Trustees and Public Servants
Chairs the Texas Capitol Vietnam Veterans Monument Committee,
a non profit organization that organized and raised funds for the
monument on the State Capitol Grounds to honor Texans who
served in the Vietnam War. Dedicated on March 29, 2014.
3. Seven Essential Questions
1. Are you getting the results that you want as a board?
2. Is the board working efficiently?
3. Is the board having difficulty resolving issues or developing policy?
4. Does the board have difficulty reaching consensus on key issues?
5. Do the same issues keep coming up meeting after meeting, year after
year, without the board being able to come to closure?
6. Does your constituency/stakeholders believe (perceptions are equal to
reality) that the board/organization is not meeting its needs?
7. Do members feel they are contributing to the final decisions?
4. 1. Establish Policy.
Meet the needs of constituents you represent.
Address the needs of the public as well.
Set policies that guide your organization to run effectively,
legally, and ethically.
Recognize policy decisions as those that affect the
organization as a whole.
Establish the framework within which the staff executive can
lead and manage.
5. 2. Establish a Partnership with
the Chief Staff Executive.
•Set guidelines for authority, responsibility, and accountability of the
chief staff executive and the board.
•Provide support.
6. 3. Nurture a Vision.
•Have a shared vision, sense of mission, and plan.
•Take the long view; help put difficult decisions into
perspective.
7. 4. Provide Direction Through Strategic
Planning.
•Stay in touch with your constituents and stakeholders and
your professional environment.
•Assess strategic implication of critical issues.
•Identify opportunities and threats.
8. 5. Assure the Financial Integrity of the
Organization.
•Tie financial policies to programmatic goals
•Maintain sound fiscal policy, practices, and controls.
•Assist in developing and approving the budget.
•Delegate implementation and administration.
•Monitor financial outcomes and performance.
•Think long-term, big-picture; not only annual
income/expenses.
9. 6. Participate Responsibly.
• Commit the necessary time or step aside.
• Regularly remind yourself of your role as a
leader/director.
• Keep politics in perspective.
• Review agenda materials sufficiently prior to meetings.
• Do your homework
• Keep the board working on board-level matters.
• Employ committees and staff effectively.
• Encourage potential board members leaders.
• Follow both local, state and national trends; other trends
in business, public affairs, technology, society, and
economics.
10. 6. Participate Responsibly – Continued
• Take special assignments willingly and enthusiastically when
asked.
• Bring a sense of humor to the board’s deliberations.
• Be a goodwill ambassador for the organization.
• Actively participate in membership recruitment and
retention.
• Support the organization’s public advocacy.
• Attend events and activities, including the annual conference
and educational seminars.
• Express opinions consistent with your conscience and
convictions, but support the majority decisions made by the
board.
• Speak for the board or the organization only when authorized
to do so.
11. 6. Participate Responsibly – Continued
• Maintain confidentiality of issues discussed in executive
decision making sessions.
• Serve the whole organization, rather than any special
interest group or constituency.
• Avoid even the appearance of conflict of interest.
• Disclose any possible conflicts in a timely fashion.
• Commit to continuous improvement.
12. 7. Commit to Board Leadership as
Team Leadership.
•Know the goal.
•Know your role as a board member.
•Provide feedback.
•Respect and value diversity.
•Develop trust and fight fair.
•Pitch in to help.
•Know how to solve problems.
•Spread the credit; celebrate
•Get results.
14. Knowing What’s Ahead
§ Absence of clear definition of success between
members of the board and /or between members of the
board and staff
§ Personal bias of influential constituents/stakeholders
§ Business environment of stakeholders in crisis
§ Turf protection, creating divisiveness
§ Only superficial issues discussed
15. Knowing What’s Ahead
§ Short-term expediency vs. long-term benefits
§ A lack of solid partnership among the people or
groups in power
§ Unpredictable future creating anxiety
§ Stakeholders having no sense of their future
§ Internal squabbling
§ Continuous conflict and confrontation
§ Energy internally directed and personally
driven
§ Lack of trust
16. Leadership and Ethics
"Congressional job approval is at 14%, one of the
lowest ratings in the fall before any midterm
election since Gallup began measuring approval in
1974. Most who disapprove say this makes them
more likely to vote this year. "
- Gallup, September 8, 2014
17. What Does Ethics Mean?
•Ethics mean teamwork…accomplishing tasks through
people working together.
•Ethics is meaning. Meaning in your own work and in the
work that you create for others.
•Ethics is love, compassion, service and validation.
•Ethics is seeing the world from the other person’s point
of view.
•Ethics is tied to core values. The ethical person is
motivated by what is right; not by what feels good.
---Peter Koestenbaum
18. Ethics in Empowerment and
Encouragement
•An ethical leader creates an environment that nurtures
excellence, risk, taking and credibility.
•Ethical leaders are willing to surrender authority, share
ownership and trust people’s judgment.
•When people feel they are partners, they accept
responsibility and take initiative; when they feel no real
connection, they put in their hours and go home.
19. Ethics and Integrity are entwined
“If you have integrity, nothing else matters. If you don’t have
integrity, nothing else matters.”--Former U.S. Senator Alan
Simpson
•If character is integrity based, people will put their faith in
leaders who demonstrate that they place their own interests
behind those of their followers.
•Integrity is being true to your word and your commitments;
it can not be faked.
•Integrity and honesty are closely aligned; honesty is being
true to self and others.
20. Ethics and Credibility
•A leader’s credibility is largely measured by the
consistency between his words and deeds.
•Credibility is developed over time. There are no
shortcuts.
•And as hard as credibility is to build, it can be broken by
one inappropriate remark or action.
•Credibility is derived from values.
21. Ethics and Authenticity
Authenticity starts with self awareness.
“Effective executives build on their strengths…on what
they can do. They do not build on weaknesses. They do
not start out with things they cannot do. (Peter Drucker)
BARRIERS TO EFFECTIVE LEADERSHIP
•A lack of personal goals and a roadmap of how to meet them.
•No clear understanding of one’s own strengths and weaknesses,
plus a plan for improving.
•Not understanding there is only one standard for ethics in both our
personal and professional lives
22. Authenticity (continued)
•Always stressing what others can’t do well rather than
building on what they can do well.
•Not taking charge of one’s own personal learning and
development.
•A lack of generosity, not sharing time, ideas, feedback,
and compliments with others.
•Leading from the rear, sitting on the fence, and never
taking responsibility.
--Frances Hesselbein, former CEO of the Girl Scouts of American
23. Lessons Learned
•As John Gardner writes, “Never confuse status with leadership.”
Leadership is not a position or place of authority. As for
personal accountability, the buck stops with each individual.
•Each individual must remain vigilant and when sensing the
ship is veering off course, take the responsibility to take the
appropriate action even though the con-sequences may be
severe.
•We must always be motivated by what is best for our
organization, not just for ourselves. We have an obligation to all
crewmembers when encountering the rougher seas of our
voyage.
24. Leading Change
1. Focus on change as an opportunity, not a threat.
2. Assure yourself there is a compelling reason for the
change, which can lead to major innovation in the
organization.
3. Recognize from the beginning that you cannot “manage
change;” by definition, change is unpredictable and often
messy. You can, however, manage the process, but not
without the help of others, patience, courage, endurance,
and at least one case of Maalox.
25. Why Do People Resist Change?
•We don’t understand the reason for it.
•We lack information.
•We don’t perceive a need to change.
•We feel we have already changed.
•We don’t see what it means for us.
•We don’t see a clear direction.
26. Resistance to Change
•We fear the loss of power, prestige, money, status,
friends, and work.
•We are reluctant to give up something that is
comfort-able and familiar.
•We were not asked for input about change.
•We have been hurt or betrayed by previous
changes.
•We fear we may not be able to learn enough to be
successful.
•We are already overwhelmed.
•We fear the loss of control.
27. 10 Steps for Leading Change
1. The change initiative should be compelling, yield
significant benefits, and capitalize on strengths and
opportunities.
2. Change is constant, unpredictable, and is always
accelerating.
3. Leverage technology as a key tool for organization,
coordination, communication, research, marketing, and
public relations.
4. Expect to be surprised.
5. Everybody resists change—clarify, communicate, consult,
set the course—but never conceal.
6. The change initiative should be compelling, yield
significant benefits, and capitalize on strengths and
opportunities.
28. Leading Change
7. Take risks—prudent risks.
8. Enlist “Change Champions” to help support the
change initiative.
9. Each change initiative should have a
• Clear target or outcome.
• Strategic Action Plan
• Budget/management of resources.
10. Stay the course.