YF Nat School Based Mentoring

What separates successful, innovative corporate responsibility programs from the status quo? The answer may be simpler than you think. On March 18th, 2016, Stephanie Staidle, founder of The Right Brain Entrepreneur joined VolunteerMatch to explore The Power of Why: The Key to Uniting Employees Around Your Company Vision. In this complimentary webinar, attendees learned how to unite employees around your company vision and inspire them to take part in your cause work. How? By understanding and using your company's "why".

Dr. Sujatha discusses why leaders often struggle and provides strategies for better leadership. Poor leadership habits, lack of mentoring and training can hinder leaders. Leaders should turn employees on through praise, learning opportunities, and rewards, rather than inflexibility or workaholism. Delegation allows sharing of work but leaders fear losing authority or work being done better; the key is choosing qualified people, exhibiting confidence, and giving praise. Effective communication keeps employees informed through honest, open, and transparent discussions.

This document discusses servant leadership. It provides definitions of servant leadership from Robert Greenleaf and Larry Spears, identifying key traits like trustworthiness, respect, and commitment to growth. It notes that the best servant leaders serve others first in order to help them grow. The document also stresses the importance of trust for effective leadership and achieving organizational goals. It challenges readers to experiment with their own leadership behaviors and interactions to strengthen servant leadership skills.

This document discusses engaging customers in an online community to generate ideas. It recommends inviting customers to discuss problems and needs, set directions and vote on ideas. By encouraging and incentivizing participation, this allows latent customer needs and approved ideas to emerge from collective discussion and ideation. The organization then quantitatively verifies the most popular ideas.

This document discusses servant leadership and provides resources on the topic. It defines servant leadership as having a natural feeling of wanting to serve others first. Several principles of servant leadership are described, such as listening, empathy, and commitment to the growth of people. The document encourages experiments with leadership behaviors and interactions with others to build trust within organizations. It provides a list of books and articles on servant leadership and agile leadership that were resources for the presentation.

Failure provides an opportunity to learn and improve. Great leaders develop a positive attitude, treat people with integrity and respect, and empower followers through staff development. A leader's attitude is influential, and focusing on vision, problem solving, and being appreciated as a human being can help one become a better leader.

Coaching is designed to help people move from their current situation to where they want to be by equipping them with tools and knowledge to develop themselves and overcome barriers. Coaching focuses on the future and thriving, unlike therapy which deals with past pain and surviving. Coaching can help with career success, personal life, starting businesses, managing fears and anxiety, achieving goals, and creating a balanced life by providing objective feedback, accountability, and being a sounding board.

This document discusses how to transition volunteer programs from being "nice to have" resources to being key components of an organization's success. It recommends focusing on volunteers' motivations rather than just thanking them, and including impact in recognition. Opportunities should be designed to create an emotional connection to the mission and emphasize outcomes over tasks. The organization should understand stakeholders' perspectives on volunteer value and share stories of volunteer impacts. Pilot programs can start small by learning what matters to volunteers and incorporating outcomes into role descriptions and conversations.

Fundraising requires careful consideration and planning. Personal fundraising may involve raising $50,000 per year for 50 years of ministry, or 50% of needs through faith. Developing credibility through church involvement, accomplishing work for the poor, starting discipleship groups, and accessing foundation or business funding are suggested. US foundations operate like tribes with rituals and barriers, so researching databases, familiarizing with 990 forms, and building relationships are important. Proposals should be simple, with visuals, clearly describing needs, vision, strategy, leadership, and finances. Accountability through reporting is as important as success. Effective communications include regular reports, brochures, newsletters, websites, blogs, conferences, and fundraising letters.

This document discusses the concept of accountability and owning one's work. It encourages taking responsibility for one's actions and outcomes rather than blaming external factors. It suggests thinking of one's job as being owned rather than rented, which could lead to behaviors like taking better care of it and feeling more pride. The document also notes that accountability means being able to justify one's actions and that as the CEO of one's own life, one is responsible for results. It advocates having a positive attitude and focusing on things within one's control rather than external concerns.

This document provides strategies for creating a happy and engaged workforce. It discusses the ROI of employee happiness and engagement, including higher productivity, sales, and creativity. It emphasizes aligning company vision, mission and values with employee work. It identifies seven facets of engagement: feeling valued, meaningful work, good relationships, an enabling environment, effective leadership, opportunities for growth, and appropriate rewards. Specific tactics are suggested for each facet, such as collaborative performance management, flexible work, and recognition programs. The document also discusses onboarding best practices to build engagement from the start.

Sarah Fitzgerald, director, Self Communications  Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk

DISC Profile Card Summary Disclaimer: Copyrights Reserved. This is only for personal usage. We are not allowed to post this online or photocopy for other training/coaching usage without permission.

A brief overview of how coaching can help create sustained change in people. That may be performance at work or relationships at home. It may mean a complete change in direction....

The document discusses building trust within teams. It notes that high-performing teams depend on mutual respect and trust between members. There are four key elements to building trust: honesty, openness, consistency, and respect. A lack of trust can negatively impact communication, delegation, empowerment, productivity, and results. Research shows that high-trust companies outperform low-trust companies by nearly 300% due to a "hidden tax" on interactions when trust is low. The document suggests identifying "anti-patterns" that undermine trust and countering them with "boost patterns" to create a trusting environment within teams and organizations.

The document discusses strategies for influencing others and generating innovative ideas. It emphasizes that people resist change and outlines approaches like involving stakeholders, inquiring about their needs, leading with a compelling vision, and proposing solutions. Effective influencers are experts in their domain, build relationships, communicate clearly, and understand different influencing styles like involving others, inquiring about needs, leading with a vision, and proposing options. The key is adapting one's approach based on competence, relationships, and clarity of message and purpose.

The document discusses principles for executive effectiveness as outlined by Peter Drucker in 1966. It emphasizes that executives must (1) manage their own time effectively in order to achieve results, (2) focus on their contributions and impacts outside the organization, and (3) make decisions based on considering alternative viewpoints rather than just facts that support a predetermined conclusion. Drucker outlines five practices for effectiveness: knowing how you spend your time, focusing on results not effort, building on your strengths, prioritizing what counts, and making effective decisions.

The document outlines a vision for transforming American education through technology. It proposes a model with 5 pillars: (1) personalized learning experiences for students powered by technology; (2) using technology to better assess student learning; (3) supporting teachers through connected teaching and continuous learning; (4) providing comprehensive technology infrastructure for all; and (5) leveraging technology to improve productivity and use of resources. The goal is an "always on" learning system that prepares students with 21st century skills and provides educators with tools and data to improve continuously.