The document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, team building, motivation, and conflict management. The key points made are that leadership involves influencing others, strong communication and problem-solving skills are important, and effective leaders demonstrate integrity, passion and a commitment to developing others.
This document provides an overview of leadership skills and attributes. It discusses:
1) The differences between leadership skills which focus on soft skills like communication, motivation and vision, and management skills which emphasize hard skills like scheduling, staffing and project controls.
2) Key attributes of effective leaders including passion, integrity, honesty, risk-taking, dedication and charisma. Effective communication, listening skills and empowering team members are also emphasized.
3) Elements of interpersonal effectiveness for leadership including awareness of oneself and others, the ability to influence through communication and conflict resolution, and the commitment to make difficult decisions that benefit the team or organization.
Duna making-sense-of-generative-governance (1)Brent MacKinnon
The document discusses generative governance and how boards can move beyond just fiduciary and strategic roles. It defines three modes of governance: fiduciary, strategic, and generative. Generative governance focuses on sense-making, inquiry, and creating new meaning. Examples show how boards can ask generative questions that focus more on opportunities, ethics, stakeholders needs rather than just operational or compliance issues. The document advocates for boards to engage in boundary work, anticipate changes, leverage strengths, and tackle important problems through a more playful, inventive approach focused on meaning-making.
This document provides an overview of leadership skills and attributes. It discusses:
1) The differences between leadership skills which focus on soft skills like communication, motivation and vision, and management skills which emphasize hard skills such as scheduling, staffing and project controls.
2) Key attributes of effective leaders including passion, integrity, honesty, and the ability to motivate others through charisma and listening.
3) Elements of interpersonal effectiveness for leadership including awareness of oneself and others, the ability to influence through communication and problem-solving, and the commitment to make difficult decisions.
The document discusses several key points about leadership:
1) It defines leadership as the ability to attain objectives by working with and through people, and influencing employees to achieve goals rather than ordering them.
2) It describes different leadership styles like autocratic, democratic, bureaucratic, supportive, and directive.
3) It outlines traits of effective organizational leaders like helping teams identify their purpose, setting boundaries, believing in the team, defining roles, and being a supporter and facilitator.
4) It provides tips for acquiring leadership traits like self-care, communication, consideration, goal-setting, and maintaining a positive attitude.
This document discusses various leadership styles:
- Autocratic, bureaucratic, democratic, and laissez-faire are some basic styles discussed. When each is most/least effective is outlined.
- Other styles covered include transformational, transactional, creative, corrective, change, intelligence, multicultural, pedagogical, servant, bridging, and purposeful leadership.
- Each additional style is defined in 1-2 sentences and examples of when they may be most effective are provided.
A leader is one who is committed to taking individuals along towards the fruition of a certain mission and creates an environment in which people can be actively involved. There is no magic in the way in which inspirational leaders operate. However an inspirational leader is considered more effective and efficient than a good leader. So, who is an inspirational leader? What are the qualities that set a good leader apart from an inspirational leader? How can a good leader be transformed into an inspirational leader? Here is presentation that answers all these questions.
It is not a one time-thing to be an effective leader. Personal qualities like leadership traits, vision and goal setting are responsible for shaping effective leaders. You would find many leaders as competent but not all of them are recognized as remarkable. If a leader is well-versed with the traits of an effective leadership, success is not far away from them. So, whether you have just started out or if you are a professional in the industry, you should know be knowing which traits are must for you. Here's the list of top 13 traits that leaders must possess to be effective today.
This document discusses leadership excellence and provides definitions, strategies, and tips for effective leadership. It defines leadership as guiding, having authority and administration, and being effective, skilled, and taking initiative. Some key strategies discussed for leadership include leading oneself through self-awareness, having a clear purpose, vision, and values as an "on-purpose" person, designing an effective organizational structure, ensuring the right people are in the right jobs, and demonstrating a passionate commitment to work. John Wooden's leadership tips of listening, caring, being prepared, and more are also summarized.
This document provides an overview of concepts related to leadership and management. It defines leadership as the ability to influence others with or without authority, and management as coordinating tasks to achieve goals efficiently. The document discusses attributes of effective leaders such as vision, passion, and integrity. It also covers topics like interpersonal communication styles, personality types, motivating teams, and conflict management. The overall message is that leadership requires soft skills like communication and motivation, while management focuses more on hard skills for planning and project execution.
This document provides 7 ideas for effective leadership:
1. Create a clear vision of the future that inspires and motivates people.
2. Define and communicate core values to guide behavior and create the desired culture.
3. Engage employees by listening to them, giving them autonomy, and making them feel valued to increase productivity and loyalty.
4. Solicit feedback and ideas from all levels to challenge the status quo and drive innovation.
5. Develop other leaders within the organization rather than just followers.
6. Take action on ideas and visions rather than just discussing them.
7. Effective leadership requires initiative and faith in a better future rather than maintaining the status quo
The document outlines a leadership skills program presented by T Chazin Group. It discusses communication best practices, teamwork, diversity, social skills, defining leadership, leadership styles, and how to become a leader. Key points include embracing differences, active listening, controlling non-verbal cues, punctuality, pursuing mentorship, embracing diversity in the workplace, and serving people's needs as a leader. Qualities of great leaders mentioned are having a vision, appealing to emotions, and treating others with respect.
'Leadership skills don't come naturally to everyone. But they can play a major part in a leader's success'... The latest addition to our slide-deck library looks at 'Management & Leadership' skills
The Top Leadership Qualities Every Manager NeedsWhen I Work
Flexibility, action, transparency, and seeing the big picture are key leadership qualities that every manager needs. Flexible leaders who seek outside opinions and are willing to adapt receive higher ratings. Taking action and being decisive, even if it means not everyone agrees, ensures the team is united around common goals. Transparency through open communication helps employees understand priorities and goals. Seeing the big picture allows leaders to understand how individual projects fit within the company's overall strategy. Advocacy, listening skills, and empathy are also important for connecting with teams and customers. Cultivating these qualities can improve any manager's leadership abilities.
This document discusses servant leadership in business. It begins by defining servant leadership as putting employee and customer needs first according to Robert Greenleaf. Servant leaders empower employees and help them grow. The benefits of servant leadership for businesses include low turnover, a strong culture, and high employee performance. The document then provides examples of servant leadership at Southwest Airlines, Chick-fil-A, Home Depot, Starbucks, and Dwyer Group. These companies prioritize employee and customer satisfaction, which has led to their success.
iLead: Leadership & Life for Today's YouthSidney Gaskins
With record numbers of children dropping out of school, running away from, home, be placed outside of the home, and “aging out” of State custody iLead seeks to fill the gap in revealing the leader in each of these children by developing their personal vision,
uncovering their strengths, revealing resources for their achievement, implement communication skills, and giving them the tools and techniques for lifelong success. iLead is not another “positive thinking" program for “troubled youth” it is a life toolbox for young people.
This document discusses models and styles of leadership and provides recommendations for identifying future leaders. It begins with an overview of classic leadership models including transactional, transformational, participative, situational, charismatic, quiet, servant, and level 5 leadership. It then reviews fundamental leadership styles such as pacesetting, authoritative, affiliative, coaching, coercive, and democratic. The document recommends building an assessment process that evaluates candidates using multiple dimensions and provides examples from the NFL of how leadership is developed within an organization. It emphasizes doing thorough groundwork, executing a selection process, evaluating results, and continually improving the process.
This document provides guidelines for effective leadership. It discusses that leadership can be learned and that effective leaders possess certain traits like knowledge, communication skills, vision, and the ability to empower others. It also describes four situational leadership styles that leaders can apply depending on the ability and willingness of group members: directing, coaching, supporting, and delegating. The key message is that there is no single best leadership style and that leaders should adapt their approach to the specific situation and needs of their group.
The document discusses how the location and building design of banks can impact their business. Three banks are described that expanded their branch networks or renovated existing buildings. Renovating an existing building often saves time compared to new construction but requires assessing the building's integrity and desired customer experience. The location of a bank matters as it can accelerate becoming profitable by driving more customers, and renovating can help transform a bank's image.
- Océ is a global company founded in 1877 with 21,000 employees and annual revenue of 3.8 billion euros specializing in printing and imaging technologies.
- It has a rich history of innovation in printing technologies dating back to the late 1800s and holds over 5,800 patents.
- In North America, Océ has 3,500 employees, $1.2 billion in annual revenue, and offices in Chicago, Boca Raton, and Trumbull that serve printing needs across industries.
This document discusses doing business with Facebook and provides information on fan pages, ads, search, and more products and services available. It also includes contact information for Daniel Lieberman to discuss an exclusive offer for WMSP members interested in utilizing Facebook's business tools and solutions.
El documento presenta el módulo de certificación de una empresa desarrolladora de sistemas de información. Incluye el organigrama de la empresa, los perfiles profesionales de los empleados Oscar Calderón, José Suárez y Fernando Daza, y el proceso de análisis y diseño de sistemas de información de la empresa. Finalmente, contiene una tabla de contenido con 11 temas tratados en el módulo de certificación.
Premier panorama economique des industries culturelles et créatives sacem @ ...ACTUONDA
1er panorama des industries culturelles et créatives en France
Par Laurent Coulon (Sacem)
Présentation donnée aux IV Rencontres Radio 2.0 Paris, le 13 octobre 2014 dans le prestigieux Studio 105 de la Maison de la Radio de Radio France.
Info/inscriptions: www.RR20.fr
Pour rester informé, suivez-nous sur :
- Facebook : Radio 2.0 Paris
- Twitter : @Radio_20 #rr20
- LinkedIn : Radio 2.0
Organisateurs : Nicolas Moulard / Actuonda, Xavier Filliol / Editions de l'Octet, Radio France, Ina Expert
Partenaires :
- Partenaires Platinum : Mediametrie, Limelight
- Autres Partenaires : Music Story, Triton Digital, Targetspot, RCS, Spotify, Netia, Deezer, Kantar
- Partenaires Média : La Lettre Pro de la Radio, RadioPub, Media +, Edition Multimedia, Satellinet, French Web
- La Radio des Rencontres : Broadcast Associés, Radioline
Avec le soutien du Ministère de la Culture et de la Communication, Geste, ESML, Syrol, Sacem, UDA-Union des Annonceurs, IRMA, Salon de la Radio, URTI
Membres du Comité de Pilotage : Actuonda, Broadcast Associés, Deezer, Editions de l’Octet, Havas Media, INA, IndésRadio, irma, Kantar Media, Ministère de la Culture & de la Communication, MédiaMétrie, Orange, Radio France, Radioline, RFI, RTL, Sacem , Spotify Targetspot , Triton Digital, UDA-Union des Annonceurs, Warner Music France.
El documento presenta deseos navideños poco convencionales, incluyendo relaciones sexuales increíbles y orgasmos inolvidables, antes de concluir deseando que el lector continúe siendo un magnífico amigo en las buenas y malas, ya que un amigo como él nunca sobra. Finalmente, invita al lector a unirse como socio del club.
It is a detailed lecture on how to improve leadership qualities for different spheres of life and how this quality impacts our overall performance, both in formal and informal settings
The document provides an overview of organizational management and leadership. It discusses learning objectives around organizational skills, communication, teamwork, and leadership styles. It defines organizational management as focusing on structured systems and planning, while leadership inspires and motivates people to achieve goals. Different leadership styles are outlined like visionary, coaching, and pace-setting. Principles of effective leaders are provided, such as self-assessment, communication skills, and motivating teams. Examples are given of leaders who developed their organizations through vision, sustainability efforts, and engaging with customers and employees.
Authentic Leadership - Focusing on Strengths and SolutionsTim Bright
This document discusses authentic leadership and focuses on strengths and solutions. It defines authentic leadership as being true to yourself and outlines different approaches. It advocates shifting management approaches from continuous improvement focused on problems and weaknesses, to a solutions focus and strengths-based development that looks at what is working well. The key message is to be yourself more with skill, get to know yourself and others better, and help teams identify and build on their strengths for improved performance and engagement.
The document discusses various components and models of leadership. It describes a leader's role in developing and communicating a vision, using strategic management to achieve goals in competitive markets, and motivating human resources. It discusses models of leadership including Adair's model which focuses on balancing tasks, teams, and individuals. Emotional intelligence is important for self-awareness, self-regulation, empathy, and social skills to manage relationships. Authoritative leadership that mobilizes people towards a vision is generally found to be most effective based on a survey. Organizational culture and climate are shaped by leadership and impact norms and behaviors.
Succeeding as a New Leader in TechnologyNate Brown
Navigating the transition from individual contributor to leader can be a difficult endeavor if you are not properly prepared. This transition represents a paradigm shift on many different levels. As you progress in your career, you will undoubtedly encounter this transition. You must be mentally and emotionally prepared to change behaviors and thought patterns that you may have developed over your career to that point.
We will discuss some tips that I have gleaned form my own experience in transitioning from software engineer, to software engineering manager, to director of software engineering.
Every one has got a desire to become a CEO of a Company. But, they lack initiative and unable to influence others. This PPT will help them to understand what makes a CEO and how to become a CEO.
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 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.
This document provides an overview of various leadership models and concepts. It begins by defining leadership and distinguishing between a leader and leadership. It then covers several models of leadership including the trait model, behavioral models like the Michigan and Ohio studies, and the leadership grid. Situational or contingency models are also discussed, including the leadership continuum, Fiedler's contingency theory, and other situational approaches. Related topics covered include power and leadership, developing leadership skills, and the differences between leadership and management.
The document discusses leadership and teamwork. It defines leadership as influencing others to accomplish a mission while motivating and developing people. Several leadership theories are described, including traits theory, great man theory, behavioral theory, and contingency theory. Different leadership styles like autocratic, democratic, laissez-faire, and paternalistic are also outlined. The stages of team development from forming to performing are presented. Effective team meetings and decision making processes are discussed. The differences between a leader and manager are defined.
The document discusses various definitions and styles of leadership. It defines leadership as a process of influence between leaders and followers to create real change. It describes different leadership styles such as autocratic, bureaucratic, democratic, and transformational. Transformational leadership is seen as the most effective as it inspires followers and appeals to their values. Successful leadership requires vision, integrity, communication skills, and the ability to motivate followers. Management focuses on tasks and efficiency while leadership focuses on long-term goals and inspiring change.
This document summarizes a presentation about leadership qualities and effective leadership. It discusses the differences between management and leadership, important leadership qualities like integrity, vision, and empowering employees. It provides tips for developing high-performance workplaces, such as effective communication, recognizing accomplishments, and coaching employees. Throughout, it emphasizes qualities like trust, serving others, solving problems, and creating a shared vision and purpose.
The document discusses various leadership styles and theories. It covers trait theories, which examine personality characteristics of leaders, and behavioral theories, which focus on what leaders do. Contingency theories consider how the situation influences leadership effectiveness. The document also discusses power and influence theories, sources of power, and authentic, ethical leadership. It provides an overview of transformational leadership and situational leadership theories. The goal is to help readers understand different perspectives on leadership and improve their own skills.
"If your actions inspire others to dream more, learn more, do more and become more, you are a leader."
-John Quincy Adams
Lions, if you want to lead your people to usher in positive change, remember these key points.
Viktor Bezhenar @ Kharkiv PM Day - Delegation and Empowerment: Lessons Learnedviktor_bezhenar
Spoken on the great conference Kharkiv PM Day in March 2017. Described my experience in buiding self-motivated and empowered teams. Audience liked this one a lot - ready to share my knowledge on this topic anytime!
This document discusses leadership styles and theories. It defines leadership as having a vision, inspiring trust, effective communication, and seeing possibilities. Several leadership styles are described, including autocratic, democratic, laissez-faire, and paternalistic. The challenges of leading change are discussed, including how change impacts employee self-esteem. Various theories of leadership are outlined, such as trait, behavioral, contingency, transformational, and transactional theories. Factors that can influence leadership style are also presented, like risk, organizational culture, and the nature of the task.
The document summarizes a presentation on leadership given by Laura Perez. The presentation covered topics such as defining leadership, the differences between managers and leaders, navigating one's career, and adapting leadership styles. It provided strategies for developing effective leadership skills, including knowing yourself, communicating well, collaborating with others, and continually learning and improving. The overall message was on the importance of intentional leadership development and adapting to organizational needs and changes.
This document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, motivating teams, and building and coaching teams. The key points covered are defining leadership as the ability to influence others, outlining attributes like vision, passion, and integrity. It also distinguishes leadership from management and their different skills, and provides tips for developing interpersonal effectiveness and communications.
This document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, motivating teams, and building and coaching teams. The key points covered are defining leadership as the ability to influence others, outlining attributes like vision, passion, and integrity. It also distinguishes leadership from management and their different skills, and provides tips for developing interpersonal effectiveness and communications.
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Leadership oscpa cle-accounting_show2011
1. GOING BEYOND YOUR CPA:
POSITIONING YOURSELF
FOR LEADERSHIP SUCCESS
J. Clarke Price, CAE
President & CEO – The Ohio Society of CPAs
2. What We’ll Cover
• What is leadership?
• How do you get involved?
• What’s different about leadership in non-profits?
• Trends in non-profit organizations
• How do you find the activity that’s right for you?
• What are the challenges you’ll face as a leader
in a non-profit organization?
• What should you do tomorrow?
• Questions & Discussion
5. Leadership
• Typical definition ---- “The process of leading
or guiding a group of people”
• Leadership is NOT about making decisions for
the group
• Leadership is NOT about making your mind up
before the group starts the discussion
• Leadership is NOT about not having a personal
vision, but it does mean your views can evolve
based on the wisdom of those around you
6. Attributes of Leaders
• Integrity
• Competence
• Enthusiasm & Commitment
• Creative
• Sense of Humor
• Clear Communicator
• Perseverance
• Collaborative
• Understands the Power of Questions
• Willing to Take Risks & Challenge the Status Quo
7. Leading vs. Managing
MANAGERS LEADERS
Deal with the status quo Deal with change
Work in the system Work on the system
React Create opportunities
Control risks Seek opportunities
Enforce organizational rules Change organizational rules
Seek & then follow direction Provide a vision to believe in & then
strategic alignment
Control people by pushing them in the Motivate people by satisfying basic
right direction human needs
Coordinate effort Inspire achievement & energize
people
Provide instructions Coach followers, create self-leaders &
empower them
8. Develop the Leaders Behind You
The function of
leadership is to create
more leaders, not more
followers.
» Ralph Nader
9. Leading vs. Managing
Management works in
the system; leadership
works on the system
» Peter Drucker
11. Personal Investment Can Be Strong
• Resistance to change can be acute
• Historic ownership of programs & activities can
make even the smallest change difficult
• The importance of fighting the “we’ve always
done this” or “we’ve always done it that way”
syndrome
• Change takes time . . . and volunteers don’t
always have the time or energy needed to drive
change
12. Leading vs. Managing
Effective management
is discipline, carrying it
out. Effective leadership
is putting first things first.
» Stephen Covey
13. The “Time in Grade” Syndrome
• Too often everyone gets their chance to lead if
they stay involved
• Good followers and good workers don’t
necessarily make good leaders
– More often than not, followers don’t make
good leaders
• A culture to identify potential leaders & facilitate
leadership development is critical
• Leadership isn’t a “right” of being a volunteer
14. A Good Idea Isn’t Always Good
• Politeness among volunteers often means
nobody wants to say “that’s a bad idea”
• Any idea can get wings if someone says “I’ll
work on that” ---- regardless of whether it’s a
good idea
• The herd mentality can move a bad idea very
quickly
• It’s OK to disagree
– But don’t be belligerent!
15. Leadership & Activity Plan Approvals
• Activity plans can be cumbersome to get
approved
• Depending on the organization, moving quickly
can be difficult
• Leadership terms can be too short to move on
some long term objectives
– This underscores the critical importance of
strategic planning
• The challenge of leadership continuity
17. Don’t Avoid the Realities
The role of leaders is to
make sure the realities of
today are identified and
discussed to make a
better tomorrow.
» Jim Collins
18. Leading in the Non-Profit
• Good leaders ask questions
• Good leaders draw people into the discussion
• Good leaders make the best team members
– Seek out the leaders for your team
• Good leaders analyze situations & problems
and facilitate solutions
• Good leaders want to make a difference
• Good leaders aren’t afraid of controversy
19. American Society
of Association Executives
• Leadership isn’t a static body of
knowledge & tricks you can memorize
or use over
• What worked last year or in another
organization won’t necessarily work
today or in this role
• Leadership requires flexibility &
changing based on circumstances
• Good leaders care about the
organization & want to make it better
20. Non-Profit Organization
Leadership Attributes
• Interest & personal passion
• Come to meetings prepared
– That means you’ve read the materials
• Fulfill assignments between meetings
• Don’t hesitate to ask tough questions
– Even when it’s not a popular question
• Look for ways to improve the organization
• Constantly assess your performance
– Ask yourself the question “Am I being a good
leader?”
21. Be a Change Insurgent
It’s no longer enough to be a
“change agent.” You must
become a change insurgent –
provoking,prodding,warning
everyone that complacency is
death.
» Robert Reich
23. Current Hot Topics
• Governance
– Sarbanes-Oxley implications are still
being felt
– IRS implications
• Budgeting & financial planning
– The economic downturn makes this
critical
24. Current Hot Topics
• Streamlining Operations
– Long-standing programs & structures
are getting a hard look
• Leadership identification & development
• Strategic planning
25. Trends to Watch
• Increased reliance on staff
–Watch for this to change as budgets
face continued pressure
• Proliferation of new non-profits may
be slowing & consolidations may be
accelerating
26. Trends to Watch
• Budgets are tougher to get approved
• An explosion of volunteers is coming
–The retirement of the baby boom
generation will create a new
generation of volunteers with time
on their hands
• Volunteers may become scarce in the
near term
28. How Do You Get Involved?
1. Pick the organization or issue that matters to you
• Your interests/passions & community or
professional benefit should be #1 influencers
2. Let leaders know you’re interested in becoming
active
3. Be prepared to write a check first in some non-
profit organizations
4. Look for their leadership training program
5. Seek opportunities to advance
29. How Do You Get Involved?
6. Follow through on any assignments you accept
7. Don’t avoid fundraising roles (This may become
most valuable and visible role in many non-profits
due to budget cuts)
8. Meet with volunteer leaders or organization staff to
discuss opportunities & your interest
9. CAUTION: Don’t over-extend yourself by taking
on too much
30. Where Do You Fit?
• What sort of role do you want to fill?
• Choose the role that interests you and grow from
there
• Do your best, but be thinking about your next
assignment
• Always make your interest in more responsibility
known to other leaders
31. The Need for CPA Leaders is Acute
• Time pressures, family obligations & retiring
baby boomers combine for a leadership void
• CPAs are in a unique position to provide
leadership for non-profit organizations
• Financial management skills are critical for non-
profit success
• Don’t limit yourself to financial management
roles ---- use this as an opportunity to grow your
leadership skills
33. Finding the Activity That’s Right
• The importance of feeling personal interest &
personal passion for the organization or
activity
• Weigh your employer’s interests
• Professional activities vs. civic, service & social
welfare organizations
• Consider new skills you want to develop &
how volunteering can help perfect them
35. What Are The Challenges?
• Budgets are being cut
• Learning to navigate the organization’s process
can be frustrating & time-consuming
• You don’t generally get to pick the team you’ll be
working with
• Fluid organization agendas
– Lack of strategic planning focus
• Lack of continuity meeting to meeting
• Time pressures affecting volunteer performance
37. What To Do To Get Involved?
• DON’T WAIT ---- decide where you want to get
involved
• Talk with your employer ---- get their support
• Determine how much time you can commit
– Don’t forget to consider family obligations
• Be prepared for the questions “What would you
like to do?” and “Why this organization?”
• Make the call & volunteer!
39. 7 Measures of Success
What Remarkable Associations Do…
• A multi-year study applying Jim Collins’ “Good
to Great” research methodology to
associations
• A great resource for all not-for-profits
• What stands out for exceptional associations?
1. A customer service culture
2. Alignment of products/services with mission
3. Data-driven strategies
4. Dialogue & engagement
5. CEO as broker of ideas
6. Organizational adaptability
7. Alliance building
http://www.asaecenter.org/Marketplace/Bookstore
41. It’s always better to try a
swan dive & deliver a
colossal belly flop than to
step timidly off the board
while holding your nose.
» Tom Peters
42. GOING BEYOND YOUR CPA:
POSITIONING YOURSELF FOR LEADERSHIP SUCCESS
Questions & Discussion?
43. GOING BEYOND YOUR CPA:
POSITIONING YOURSELF FOR LEADERSHIP SUCCESS
J. Clarke Price, CAE – President & CEO
The Ohio Society of CPAs
800.686.2727 x305
cprice@ohio-cpa.com