Lead By Greatness: How Character Can Power Your Success

Lead by Greatness

I received a  copy of this book courtesy of the author’s consulting group with the understanding that I would publish are review on my blog, LinkedIn, Facebook, Twitter and Google + pages along with Amazon and Goodreads. This is the first book by David Lapin that I have read.

The theme of the book is that successful leaders treat individuals thoughtfully. Your character is the key to being successful. This is not a new idea, but is one of the few instances where an entire book is devoted to the subject. Instances of this theme can be found in other books such as “Good to Great” and “Start With Why”, but both of those also delve into other subjects.

The book is well laid out and is a fairly quick read. The major drawback is that the author’s writing style is not as engaging as Jim Collins or Simon Sineck which makes it a somewhat challenging read at times.

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Nonprofit Boards: Using Core Business Principles Yield Good Entrepreneurial Results?

Nonprofit Management

Nonprofit Boards: Using Core Business Principles Yield Good Entrepreneurial Results?

By: Eugene Fram

Every few years a business change appears that is presented as a quick fix to make business organizations highly productive. These have included process re-engineering, total quality management and matrix management, all without long-term success in either the for-profit or nonprofit sectors. However, entrepreneurship, which some directors may see as “the trendy fix of the month,” needs to be given serious consideration.

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How Often Do Nonprofit Board Members Need to Question Strategic Norms?

Nonprofit Management

How Often Do Nonprofit Board Members Need to Question Strategic Norms?

By Eugene Fram

A new nonprofit director has a lot to learn. Considering that his/h term of service will be relatively short (typically four to six years), he/s must quickly learn the “ropes” to participate in a meaningful way. In this process, colleagues and leadership will acquaint him/h with prevailing board systems and culture—often ignoring the depth of expertise she/h can employ. Example: An expert in financial strategies may be asked to assist the CFO with accounting details, far below the person’s skill level. Oftentimes the new board member also is greeted with a mantra that says, “We’ve always done it this way.” As the director moves in his path from novice to retiree, during a short tenure, there is little opportunity to suggest innovations that differ from the accepted fundamentals and to successfully advocate for change.

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The Nonprofit Dream Team: a Board/CEO Partnership that Works!

Nonprofit Management

The Nonprofit Dream Team: a Board/CEO Partnership that Works!

By: Eugene H. Fram

Re-balancing and maintaining important relationships in a nonprofit organization can be important to its success. Do various players fully understand and accept their specific roles. Is there mutual trust between players? Are communications open and civil?

I recently encountered an association CEO who complained that his board wanted to judge him without establishing mutually agreeable goals, outcomes or impacts. He felt what is needed is a partnership arrangement where the board does not judgethe CEO and organization based on political or personal biases but overviews the two in terms of mutually accepted achievements. This, he contended, forms a substantial partnership between board and CEO and staff. (http://amzn.to/eu7nQl) If the board thinks it can judge management, he stated, it gives it a personal political type of power, unrelated to performance. As an example he pointed…

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Can Nonprofit Boards Strategically Reinvent Themselves?

Nonprofit Management

Can Nonprofit Boards Strategically Reinvent Themselves?

By: Eugene Fram

Not many nonprofit boards look to strategic renewal/reinventing as viable options. Dedicated to a specific mission, boards may merge with related organizations as their prospects decline or simply declare victory. Easter Seals has been a classic case of redefining its mission when The Salk Vaccine limited widespread polio epidemics. Today, Easter Seals programs serve people with disabilities: children, adults, seniors, military personnel and veterans.

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Can Nonprofit Management Usurp Board Responsibilities?

Nonprofit Management

Can Nonprofit Management Usurp Board Responsibilities?

By Eugene H. Fram

On balance management will always have more information about the organization than volunteer board members. As a result, directors must be proactive in seeking information from management and a variety of other sources, even if they must involve employees other than senior management. Following are three field examples showing what has happened when boards failed to be proactive

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Top Factors For Improving Nonprofit Directors’ Board Experiences

Nonprofit Management

Top Factors For Improving Nonprofit Directors’ Board Experiences

By: Eugene Fram

Spencer Stuart, an international placement firm, recently asked 500 directors who serve on for-profit boards to name the top factors that would reasonably improve their board experience. (http://bit.ly/1D14NFU) Their answers also resonate in the nonprofit arena.

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