Last year multitasking was out of fashion;now articles are appearing again supporting it. This particular article points out that, like it or hate it, in today’s world there is not much that can be done to stop it. The article lists ‘10 Truths about Multitasking’ including the important concept of prioritising.
The concept of switching between tasks or interrupting one task in favour of another is a necessary and important task for all managers. Being able to do this effectively is an important technique for efficiency (and sanity).
Everyone needs to multitask, it’s part of management and should not be confused with single-task performance, distractions, lack of concentration or communication overload. It is a very useful skill and one that all managers and staff should be encouraged to use well.
The sector's campaigners need to adapt, says charity campaigning expert Brian Lamb
An article in the Guardian in the UK points out that whilst community sector campaigns have been very successful in the last decade or so, times could be changing. The GFC has led to a reduction in enthusiasm for addressing social issues, and this calls for a change in campaigns. Added to this is, of course, the change in social media.
Brian Lamb, the author of The Good Guide to Campaigning and Influencing stresses the importance of:
·Measuring the impact of change to demonstrate that change is indeed achieved from campaigns and showing where campaigners make a difference.
·Demonstrating how campaigns increase the capacity of communities to take their future into their own hands.
·Good practice across the sector ‘as campaigning has moved away from intuition and gathered a bit of political nous and clarity around what constitutes professional practice’.
·Not just demonstrating professionalism, but also attacking the causes of social and economic issues and ‘getting local communities to ameliorate the consequences of some of their effects’, which is often cheaper for the public purse in the long run.
This article is worth reading as a background to fundraising.
22nd February 2011:This is an article about CEOs who ‘are in a bubble’. While this does not apply to all CEOs, especially in the Community Sector, there could well be parts of this article of relevance. The article emphasises that a CEO can be doing almost everything to a text-book standard, but simply doesn’t realise that their employees are telling them what they think they want to hear. Thus CEOs need to ‘create a system’ to always challenge their assumptions and be very aware that they are often two to four-times more optimistic than their employees! The article goes on to discuss a survey by The Economic Intelligence Unitabout C-Suite executives and provides useful advice to assist CEOs to form a realistic view of their actions and image in the eyes of their employees.
PS. What Does C-Suite Mean? This is a widely-used term to collectively refer to a corporation's most important senior executives. C-Suite gets its name because top senior executives' titles tend to start with the letter C, for chief, as in chief executive officer, chief operating officer and chief information officer.
11 February 2011: To back up our most recent subscriber article, BNET discusses lack of sleep and its effect on work performance.
The article points out that the effects of lack of sleep include a less well functioning brain, with the higher order brain activity the first to go! Also, the brain's energy goes on keeping awake rather than solving hard problems. So even though we can stay awake for long periods, our ability to think is adversely affected. The culture of 'sleepless machismo' should not be universally glorified, although some individuals do appear to need less sleep than others.
21 January 2011: There are mixed opinions on the draft Aged Care Report released by the Productivity Commission today.
Somereportspraised the changes saying they give the aged more say in their careand the system is in much need of an overhaul. Other articles emphasise the increase in private payments to fund aged care and the means-tested approach. One criticism is the lack of emphasis on quality care.
Over the next few days we will bring you any new analyses of the draft report.
Saba Salman, from The Guardian online, points out that social enterprises have grown ‘gradually and organically, over many years, with hard graft and failures on the way’. She emphasises that social enterprises should not be viewed as the solution to government funding cuts, nor should the government be allowed to distort the conversation on social enterprise. The article is well worth reading, even though it is UK-based, and has relevance for Australia.
20th October 2010:An interview with Charles Pozen from Harvard University, The One Priority Leaders Need to Spend Time On (But Don't), discusses an important issue that he claims CEOs (and other managers) get wrong. It is to ask the wrong question. Usually, Charles Pozen claims, CEOs prioritise important actions then determine who is the best person in the organisation to carry them through. This, he says, is usually the CEO because ‘they get there by being good at getting things done themselves’. However, the question should be not who’s best but what can only the CEO do, and the rest of the priorities should be delegated to the next-best person in the organisation. This is advice for all managers and coordinators as well as CEOs.
This article from Bridgestar emphasises the importance of having a strategic approach to hiring, especially in the not-for-profit sector ‘where organisations tend to be smaller and a single person can have a very large impact—positive or negative’.
A ‘talent pipeline’ means each position in the organisation aligns with the organisation’s strategic priorities. "So think about where you will need to be on the people side, and what skills you will need to be successful two to three years out."
A talent pipeline shouldn’t just be for senior roles, instead, the article suggests, it’s important to look at the ‘functions and roles that really drive the organisation’s mission’ (“high-impact” roles) and to determine what is above-average performance in these roles—in terms of ‘behaviors, mindsets, skills, and experience’ and then ensure that recruitment differentiates between ‘a candidate who will perform in the role adequately and one who will perform at an exemplary level’. The organisation must be aware of the crucial positions where differences in performance will have a ‘meaningful, i.e., strategic, benefit for the organisation’.
The article then articulates the ways that this can be achieved, through recruitment; building ‘channels’ to create a pool of possible future candidates both within and outside the organisation; focusing on diversity; networking; and encouraging managers at every level to keep a constant eye out for future talent. ‘Hiring should not be a function solely of the HR department’.
It can be difficult for not-for-profit managers to devote time to building a ‘talent pipeline’, but the article argues that ‘even small organisations should make this activity an explicit part of every manager’s job’. This article is worth reading.
Disconnect. A situation in which you wanted jelly, but someone gave you peanut butter. Example: “There is a disconnect between what the consumer wants and what we intend to provide.”
Two examples from the more recent list are:
End of the day. Formerly 5 to 5:30 p.m., now defined as an uncertain point in the future when everything magically turns out okay. Example. “At the end of the day, the pollution in the groundwater may just drain into the earth’s core and become unnoticeable.”
Transparent. Open about the facts, but not to be confused with honest. Example: “We’ve been totally transparent about the 15% fee; we disclosed it on page 37.”
For a different, more amusing, look at jargon, there is the MBA Jargon Watch
For example,
At the end of the day: Based on the frequency with which they use the phrase, it would seem that members of senior management are required by law to begin every third sentence with "at the end of the day," a phrase similar in meaning to "when all is said and done." For instance, your favourite CEO might say, "At the end of the day, it's our people that make the difference." Insert platitude here.
Aneel Karnani, in this article from the Wall Street Journal, argues that corporate social responsibility is an illusion, and potentially dangerous.
He believes ‘that a focus on social responsibility will delay or discourage more-effective measures to enhance social welfare in those cases where profits and the public good are at odds’.
He believes that where profits and social welfare are in synch, say, healthier foods or more fuel-efficient cars, the companies can improve social welfare by maximising their profits. However, he goes on to point out that for most companies ‘ doing good for society means sacrificing profits’. He then looks at government regulation as a solution, and while he finds problems with this approach, he believes‘governments are a far more effective protector of the public good than any campaign for corporate responsibility’.
Basically he concludes that ‘ social responsibility is a financial calculation’ just like other aspects of business. Thus the only way to influence corporate decisions is to ‘impose unacceptable costs’ on socially unacceptable behaviour.
He concludes that ‘’Pleas for corporate social responsibility will be truly embraced only by those executives who are smart enough to see that doing the right thing is a by-product of their pursuit of profit. And that renders such pleas pointless’.
This article is a nice succinct reminder of why all not-for-profits need a board and what that board should do. This article points out there are legal, ethical and practical reasons to have a board.
The legal section pertains to the US, but is of interest. The article points out that ethical reasons go beyond the legal requirements and ‘ensure that the organisation not only does things right, but does the right thing’.The practical reasons given revolve around the need for the board to ‘devote its time to governing, providing direction, and securing that the mission of the organisation stays on course’. The article emphasises that the board should be detached from day-to-day dealings so that it can ‘differentiate the trees from the forest — to look at the organisation as part of its larger sphere and not just as an office that carries out the strategic plan’.
The article also emphasises that ‘the perspectives that board members bring to the boardroom complement those of the chief executive. Together, they should be able to ask the probing questions necessary to avoid stagnation and keep the organisation moving forward.’
This article provides a short but good summary of the importance of having an effective board.
August 9 2010:
The ALP today announced that it would strengthen the Not For Profit Sector if re-elected. It states that ‘a strong, productive and innovative non-profit sector is essential to building an inclusive Australia’. The ALP says its plan will ‘reshape the way the Australian Government regulates and funds’ the sector. The plan includes a new Office for the Non-Profit Sector located in the Department of the Prime Minister and Cabinet and ‘immediately commencing a scoping study to determine the role and design options for a national ‘one-stop-shop’ regulator for the non‑profit sector to remove the complex regulatory arrangements currently in place and streamline reporting arrangements’. The ALP claims this study will be finalised early in 2011. The rest of the announcement provides interesting reading.
This announcement follows a survey by Pro Bono Australia, in conjunction with the Centre for Social Impact (and supported by organisations such as Volunteering Australiaand Philanthropy Australia), carried out during the first week of the election campaign to ‘gauge support for the Productivity Commission Report‘.The recommendations of the surveywere gathered into a ‘Manifesto’ and sent to the leaders of all political parties.
3rd August 2010:Tony Lawrence, in a short article, emphasises the importance of the written word in websites. He gives six tips for writing on websites. Number 5 applies to all writing:
“Keep it short: Short words, short paragraphs and short pages. When you finish writing, edit what you have written to make it shorter. Then make it shorter again.”
July 28 2010:What Can Apps Do for Your Charity? Helen Barrett, Third Sector, UK Community sector organisations need to stay abreast of culture changes, and one change which could be important is the increasing use of mobile phones.A recent report in the UK commented that by 2013 more people would be accessing the Internet through phones (iPhones, blackberries, etc) than through PCs. Thus this article points out that nonprofits must anticipate this ‘new wave of digital innovation’.
Helen Barrett from Third Sector in the UK believes there are marketing opportunities for NFPs if carefully thought through. Already charities are creating applications, or apps, for use with smartphones and iPhones.
Apps, some charities say, are useful for ‘generating awareness of a cause’, but not as useful for fundraising, at this stage. An example of an app is iHobo from a homelessness charity, Depaul UK, which has received 400,000 downloads since its release in May. This app is an interactive game where players use their chances to make decisions for a young homeless man. Depaul UK claims it spent no money on marketing, the app use spread ‘by word-of-mouth and user reviews’.The article states that Depaul UK believes the coverage is worth £1.6m, besides raising £7000 in small donations.
The article describes other successful apps in the UK, discusses costs and pro bono work, the pros and cons of apps, etc, and is a very interesting article and certainly makes you think about alternative marketing opportunities.
Looking at such things as your motivations, your preferred work environment, what you like most about a job and your skills will assist you to ‘articulate why you are the right person for the job when you find an interesting opportunity’.
2.Maximise key resources.
The article lists ways to better understand the market, the opportunities, the competition and what is important to the particular organisations you are approaching. Networking is also encouraged, even online social networking.
3.Set goals
In an interview being concise and focussed is important, thus it is good to approach an interview with your goals clearly understood, both long-term goals and goals for this specific interview. For example, goals for a first interview differ from subsequent interviews.
4.Prepare your marketing material
This section discusses CVs, cover letters and the value of a more substantial portfolio.
5.Establish your value within your organisation
Organisations are looking for cross-functional people, thus it is good to gain as much experience as possible in your organisation.
6.Establish your value beyond your organisation
This section emphasises the importance of improving your ‘overall marketability’, by getting out there and sharing what you know, maybe on a board, or at conferences or in publications.
This article gives an overall view of how to market yourself effectively, and is worth reading.
17th June 2010: Social media
Google Caffeine And Your Website Rankings: Google has announced that it has changed its web indexing system . David Lawrence states that the upgrade has been called ‘Google Caffeine' and the emphasis of the change is on rewarding websites that consistently publish fresh content. Read his informative article.
Mind the pay gap: An article by Judith Sloan from Melbourne University setting out information on academic studies.
15th June 2010: TV program of interest
Social Business on Sky News Business: tune in on Channel 602 monthly at either 2.30pm on the second Tuesday or catch the repeat on the next Sunday at 9.30am. This program discusses the latest news in not-for-profit activity, corporate responsibility, philanthropy and volunteering. Co-hosted by CSI's Peter Shergold and Sky News presenter Brooke Corte, 'Social Business'
Do Nice Girls Finish Second?A podcast in which Julie McCrossin (broadcaster, journalist, facilitator, comedian etc) discusses the issue of whether women need to change their ways if they are to rise to the top ranks of an organisation and what, in her opinion,is holding them back.
2 June 2010:
5 Tips to Avoid Bad Decisions: This is a nice little piece about how to encourage colleagues (and other acquaintances if you dare) to give you more honest answers to your enquiries.This is important in a work environment where it is important to receive as much input as possible.For example, the author suggests instead of asking ‘Am I right’ instead ask: ‘why am I wrong?’remembering of course to reward constructive replies. Also, ask better questions, for example, rather than ‘how did I go’ you could ask ‘what could I have improved?’ As the author says, you will be surprised at the answers you get!
Tens of thousands missing out on welfare cash:The ABC reported that the Australia Institute report looked at the carers allowance, parenting and disability payments, and the means-tested bereavement payment for those who have lost a partner. Institute research fellow David Baker says the report found that 168,000 Australians were missing out on welfare entitlements worth $623 million.
Increase Website Conversion Rate: This article has some handy hits on something as simple as your contact details on your website. It is worth reading. David recently spoke at our successful conferences in Sydney and Canberra, ‘Bringing the Back Office Forward’
12th May 2010:
The Budget
There is an article in our subscriber section on the 2010 Commonwealth Budget, handed down yesterday, but these links may be useful for non-subscribers. See also the Government site AND ACOSS commentary.
Voucher system
Dr Michael Liffman, director of the Asia-Pacific Centre for Social Investment and Philanthropy at Swinburne University of Technology suggests a voucher system for helping people who are forced to beg. He believes people are reluctant to hand over money as they are not sure how it is to be used, so many generous people ‘feel unable to help’, while service providers who can provide a meal, a shower, etc are constantly looking for funds. Consequently he believes ‘there is a better way. I, for one, and I am sure many others, would be quite willing to buy, from a reliable community agency, a book of vouchers that offer a meal, shower, bed and transport - and perhaps longer or more substantial support, too - to a person in genuine need, and willing to accept, those services’. He is not suggesting this would solve the problems of homelessness etc, but believes the three groups (those on the streets, would-be donors and service providers) would benefit.