Issue No. 91 of Your Weekly Staff Meeting delivers another must-read book to delegate to a team member or board member. And in my Bucket comment today, I’m reminded of Henrickson’s Law of Meetings, “If you have enough meetings over a long enough period of time, the meetings become more important than the problem they were intended to solve.” And this reminder: to review the books I’ve recommended in back issues, visit the archives here. Plus, check out my new Management Buckets website with dozens of new resources and downloadable worksheets for your staff meetings—and my new online “TV Commercial.”
Sandwiched Between Solvency and Total Insolvency
Recently, the CNBC “American Greed” TV series launched with a memorable episode that wounded and embarrassed nonprofits (Harvard, Penn State, and dozens of evangelical ministries) a decade ago. “The Con Man” was John Bennett. CNBC reported, “Some said he was a visionary and a godsend. His New Era Philanthropy foundation doled out $100 million nationwide. Was it too good to be true?”
Yes. Could it have been avoided? Maybe. Will it happen again? It’s not likely if you follow the well-researched and documented counsel in Ron Mattock’s new book. To order from Amazon, click on this title: Zone of Insolvency: How Nonprofits Avoid Hidden Liabilities and Build Financial Strength. “The Zone of Insolvency,” writes Mattocks, “is a period of corporate financial distress, sandwiched between solvency and total insolvency.”
Mattocks puts a spotlight on the alarming number—up to 450,000—of nonprofits that are operating under financial distress, the Zone of Insolvency, and how the courts have expanded board member legal responsibilities and liabilities in these cases. It’s fascinating and scary reading. He gives key lessons from the success and failure stories of 10 organizations, including: United Way of America, New Era Philanthropy, Baptist Foundation of Arizona, American Red Cross, and others. The book is organized into four parts: perspective, naming the disease, symptoms and the cure.
You’ll get hooked reading the first 10 chapters (10 nonprofits in trouble) and you’ll be comforted with his practical suggestions for executives and board members. He includes sample board policies for avoiding or escaping the Zone of Insolvency—and every chapter concludes with “Five Great Questions for Your Next Board Meeting.”
Caution! Some board members may get cold feet and resign from your board after reading this. That’s not necessarily a bad thing.
Your Weekly Staff Meeting Questions:
1. The author says every board must ask itself, “Do we exercise a healthy dose of skepticism in carrying out our fiduciary responsibilities?” Does our board practice healthy skepticism?
2. “If we decided today to close this organization, would we complete the close-down with net assets remaining, or net liability?” (page 135)
Bucket #20 of 20: The Meetings Bucket - Insights from Mastering the Management Buckets: 20 Critical Competencies for Leading Your Business or Nonprofit
Over a 20-week period, I’m featuring one of the 20 buckets (core competencies) each week from my new book, Mastering the Management Buckets (now available). Here’s the core competency in Bucket #20, The Meetings Bucket:
“We design meetings like an architect designs buildings. We have high expectations that our purpose-driven meetings will enhance team-building, accountability and our commitment to results. We value Holy Spirit-led meetings. We reject boring meetings.”
Weekly one-on-one staff meetings with each of your direct reports can be powerful antidotes to miscommunication. When four eyes are looking at the same schedules, the same calendars, the same concerns and the same targets, excellent communication emerges week after week after week!
CEOs, senior leaders and managers who consistently meet with their direct reports and use a tool such as the “Weekly Update to My Supervisor” form, affirm that the time and energy invested pays rich dividends. Ten powerful dynamics kick in when you meet weekly with your direct reports:
#1. Team members are affirmed regularly.
#2. Direct reports more consistently leverage their strengths, their social styles and their spiritual gifts.
#3. Standards of performance are clear and goals are achieved on time and under budget.
#4. Staff conflict, gossip and misinformation challenges are dramatically reduced because truth-telling is a practiced core value.
#5. Bottlenecks and missed deadlines are eliminated.
#6. Recommendations are more thoughtful and intentional.
#7. Communication is enhanced as you use your direct report’s preferred communication style.
#8. The pulse (morale, passion and energy) of your team is checked weekly.
#9. Affirmed and productive team members mean less staff turnover.
#10. And . . . team members often give you affirmation!
The “Weekly Update to My Supervisor” tool is not the solution to every management challenge, but it packs a punch when you use it to build the right foundation. If you’re already meeting weekly with your direct reports but you need a turbo-boost, this process can revolutionize your meetings and your relationships. To download this powerful tool, visit The Meetings Bucket.
FALL 2008 WORKSHOP DATES ANNOUNCED!
Join your colleagues at one of our Buckets or Board workshops this fall:
Mastering the Management Buckets Workshop Experience
September 16-17, 2008 (Colorado Springs)
October 14-15, 2008 (Chicago)
November 18-19, 2008 (Orange County, Calif.)
Nonprofit Board Governance Workshop
September 18, 2008 (Colorado Springs)
October 13, 2008 (Chicago)
November 21, 2008 (Orange County, Calif.)
For more details, download the workshop announcement and email us today to hold a space.
NEXT STEPS: I can help you integrate these leadership and management best practices into your unique setting and help you assess your competencies in the 20 management buckets. Email me at John@JohnPearsonAssociates.com or visit my website at www.JohnPearsonAssociates.com and my book website at www.ManagementBuckets.com.
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