My latest enewsletter - to be delivered to subscribers soon - touches on the topic of leadership and personality, and their impact on effective communications within organizations. This is the essential ingredient - how well you connect, how much your employees trust you, and how good you are at inspiring the potential of others has the biggest single impact on quality of the workplace, and accordingly, productivity. If the culture in your workplace is less than ideal, the root is most often a bad decision or poor communication, fed and watered by the suspicion and distrust of others. Coincidentally I read an article today by Thomas J. Lee from Arceil Leadership on the three voices of communication and the toxic workplace.

Here’s an excerpt:

Overcoming cynicism is a tall challenge for any leader. But overcome it, you must. The engagement and cohesion of your people can mean the difference between survival and collapse. Ignore cynicism, and you allow its corrosion to undermine the organization you have worked so hard to build.
 
By cynicism, we mean a toxic attitude among would-be followers that assumes the worst of your intent as a leader. Instead of embracing the nobility of your intention, instead of granting you the benefit of doubt, the cynic sees only manipulation and control. He is quick to do the math on the cost to himself.

If you want to read more of what Thomas has to say click here.

This is the time of year every professional journal, magazine, and other media is full of articles on resolutions, predictions and tips on goal setting. Yawn - is there a new angle?

Within the communications sector, popular blogs and networks are full of articles on employee engagement, developing strong internal cultures and building networks. There is good information out there, if you are willing to wade through a whole lot of theory and professionals within the networks commenting on each others’ theories.

The problem is, most of the information is written by professionals working in the profession for other professionals in similar roles, and not of much use for the human resources manager, executive director, communications or marketing officer, or professional fundraiser looking for practical information.

Employee engagement is, and always will be a most important challenge for any kind of organization. Without staff who understand the point at which their personal goals, talents, abilities and purpose intersect with that of others, and the organization, no organization can hope to succeed. With all the chatter about the need for innovation, the big question should not be how, but why?

Most of the time, the temptation is to try to persuade - by sharing numbers, projections, and lately - threats - that jobs will be lost, etc. without the commitment and boot-pulling of staff. This doesn’t work. This is data. Data is logical. Human passion and drive is emotional. There is a hierarchy of needs and emotion at work that has nothing to do with organization structure.

Start with why? Think about why this is important. Put yourself into a staff member’s shoes. What’s in it for them? What hopes and fears do they have? Is there common ground between their’s and the organization’s? How can you help?

I realize this may seem oversimplified - but as with many things in life, simple works. Start there in 2009!

Here’s an excerpt from an interview with Marcel Lauzière. Current president of the Canadian Council on Social Development and the new president and CEO of Imagine Canada. In a few sentences Marcel captures what true leadership is. Read the rest of the article here. A great introduction to the week ahead!

Leaders need to be passionate because it’s through passion that we actually get people enthusiastic…[wanting] to go in that same direction. That’s the case in every sector. We have to distinguish between leadership and management. You need both for an organization to work effectively. But on the leadership front, it’s very much about communicating a very clear vision and destination, doing it in a passionate way so people get excited about issues. It’s also recognizing that leadership can’t be just at the top of the organization; leadership has to be shared at various levels of the organization. A good leader will normally try to encourage people within the whole organization to play leadership roles at different levels.

As the host of this issue of the Carnival of Nonprofit Consultants, I asked fellow bloggers to share their best and worst experiences, or observations on leadership.

Jane Arsenault at FIO Partners Perspectives contrasts her firm’s experience working in three distinct cities with the six essential leadership skills needed to stand the test of turbulent times.

Sam Davidson at CoolPeopleCare reinforces something I like to emphasize often - the ability to define success.

Jason Dick at A Small Change talks about what happens when you don’t have leadership and support for fundraising, and offers some tips on how to build it.

Katya Andresen at Robin Hood Marketing offers her two cents on marketing expert Seth Godin’s recent presentation to nonprofits - how to make people feel heard.

Heather Carpenter at Nonprofit Leadership 601 describes the characteristics of a learning organization, defined as one of the best models for effective leadership.

Coincidentally, my September 30 enewsletter offered a checklist for change, to measure your leadership’s likelihood for success in managing change, a key challenge in these times.

99.9% of the time, the reason I am brought in to an organization to help solve a communications challenge is related to change of some fashion. In about half of these cases, it seems that a problem originated after a poor decision was made  and the other times, because a supremely proactive organization wants to ensure it is done as well as possible.

Here’s the first few points from my September enewsletter on this topic which offers a checklist for the critical success factors of change. If you want to read the full article click here or better yet, sign up, so you get future issues delivered straight to your in box.

How does your organization measure up:

Business case - there has to be a strong business reason to make the change. Without this rationale, and senior management and board support, it will simply not happen. Trying to push through a change alone is like rolling a granite boulder up a very steep hill.

Guiding principles or rules to live by - taking the business case a step further, begin with a critical dialogue. Formal or not, the process should include a frank discussion about how the work will get done, how difficult decisions will be made, and where the inevitable lines will be drawn in the sand. This could be three simple statements, or ten, but it is the process that counts the most.

Schedule and time commitment - change doesn’t miraculously happen, at least, not well! A commitment to a realistic timeline is critical and tells everyone involved that this is a serious project that is happening, with or without them!

Big picture thinking - while it can feel to the people involved that the change is all important and the only critical thing happening in the organization, this is almost never true. It’s important to recognize where this change fits into the larger context. To not do so is to risk errors and to miss opportunities.

Want to read the rest? Click here.

The Chronicle of Philanthropy recently concluded something close to my heart - that nonprofit organizations need to do a better job of recruiting and training volunteers, and keeping them engaged. We have all been there, personally and professionally, no doubt… asked to join a nebulous committee, perform volunteer feats that no mere mortal could be expected to achieve, pester and bully our family and friends into donating their time and money, and stuff envelopes too.

This is not a recipe for long term success. Instead:

• Recruit and orient your volunteers, and staff, carefully and with consideration for the skills and attributes you need. A live body or bum in the chair is not a recruitment goal! A volunteer or staff mismatch only leads to dissatisfaction.
• Once you have the right people on the bus, give them what they need to work and feel great — tools, information and leadership!
• Keep them informed and engaged, making sure they know how they fit and how their efforts are appreciated.
• And last but not least, listen to them…communication is intended to be two-way!