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Doris Reeves-Lipscomb

Great Leadership Isn't About You - John Michel - Harvard Business Review - 0 views

blogs.hbr.org/...reat-leadership-isnt-about-you

leadership michel HBR womenslearningstudio

shared by Doris Reeves-Lipscomb on 31 Aug 14 - No Cached
  • Doris Reeves-Lipscomb on 31 Aug 14
     
    article by John Michel, August 22, 2014. Like this excerpt: "The lesson Washington's profoundly positive example teaches is that leading people well isn't about driving them, directing them, or coercing them; it is about compelling them to join you in pushing into new territory. It is motivating them to share your enthusiasm for pursuing a shared ideal, objective, cause, or mission. In essence, it is to always conduct yourself in ways that communicates to others that you believe people are always more important than things."
Lisa Levinson

The Dawn of System Leadership | Stanford Social Innovation Review - 0 views

www.ssireview.org/...the_dawn_of_system_leadership

womenslearningstudio WLStudio blog leadership social change systems thinking innovation Peter Senge Nelson Mandela

shared by Lisa Levinson on 22 Feb 15 - No Cached
  • Lisa Levinson on 22 Feb 15
     
    The authors Peter Senge, Hal Hamilton, and John Kania in this magazine article from Winter 2015 outline their belief that the deep changes necessary to accelerate progress against society's most intractable problems require a unique type of leader - the systems leader, the person who catalyzes collective leadership. They use Nelson Mandela as the supreme example of this, but state that they have met many systems leaders on a national, regional, and local level. Systems leaders have the ability to see the interconnection of all the moving parts of a problem, issue, or crisis and develop interventions designed to bring diverse views and standings together in supportive and structured ways to address differences. "The simple idea that you could bring together those who had suffered profound losses with those whose actions led to those losses, to face one another, tell their truths, forgive, and move on, was not only a profound gesture of civilization but also a cauldron for creating collective leadership. Indeed, the process would have been impossible without the leadership of people like Bishop Desmond Tutu and former President F. W. de Klerk."
Doris Reeves-Lipscomb

Off-Sites That Work - Harvard Business Review - 0 views

hbr.org/...4

planning retreat off-site HBR womenslearningstudio

shared by Doris Reeves-Lipscomb on 20 Oct 14 - No Cached
  • Doris Reeves-Lipscomb on 20 Oct 14
     
    good article on planning off-sites that work by Logan Chandler and Bob Frisch, June 2006, The Magazine. Has a chart listing objectives, content, meeting design and structure, and participants 60 days out, 45 days out, 30 days out, 2 weeks out, and 1 week before the meeting.
Doris Reeves-Lipscomb

You Need a Community, Not a Network - Brook Manville - Harvard Business Review - 0 views

blogs.hbr.org/...need-a-community-not-a-network

community network HBR womenslearningstudio

shared by Doris Reeves-Lipscomb on 22 Oct 14 - No Cached
  • Doris Reeves-Lipscomb on 22 Oct 14
     
    Really good blog post by Brook Manville, 9/5/14, HBR on how the "thin we" becomes the "thick we" excerpt: To borrow language from the philosopher Avishai Margalit, the web is a "thin we" type of network. Participants tend to belong for individualistic reasons. They have little in common with other members, and they're reluctant to do much for the network. A big goal requires a "thick we" network - a community of people who feel responsible for collaborating toward a shared purpose that they see as superseding their individual needs. Members of a community - as opposed to a simple network - expect relationships within the group to continue, and they even hold one another accountable for effort and performance. When networks develop into communities, the results can be powerful. Look at the accomplishments of Wikipedia contributors, open-source software developers who find and fix bugs in Linux, or doctors who help each another with difficult diagnoses as part of the Sermo social network.
Doris Reeves-Lipscomb

Education World: Wire Side Chats: How Can Teachers Develop Students' Motivation -- and ... - 0 views

www.educationworld.com/...chat010.shtml

motivation Dweck mindset Education_World womenslearningstudio

shared by Doris Reeves-Lipscomb on 01 Mar 16 - Cached
  • Teachers should focus on students' efforts and not on their abilities. When students succeed, teachers should praise their efforts or their strategies, not their intelligence. (
  • When students fail, teachers should also give feedback about effort or strategies -- what the student did wrong and what he or she could do now.
  • teachers should help students value effort.
  • ...10 more annotations...
  • teach students to relish a challenge
  • keeping a balance between valuing learning and performance.
  • (a) valuing learning and challenge and (b) valuing grades but seeing them as merely an index of your current performance, not a sign of your intelligence or worth.
  • Work harder, avail yourself of more learning opportunities, learn how to study better, ask the teacher for more help, and so on.
  • They are very performance-oriented during a game or match. However, they do not see a negative outcome as reflecting their underlying skills or potential to learn. Moreover, in between games they are very learning-oriented. They review tapes of their past game, trying to learn from their mistakes, they talk to their coaches about how to improve, and they work ceaselessly on new skills.
  • Teaching students to value hard work, learning, and challenges; teaching them how to cope with disappointing performance by planning for new strategies and more effort; and providing them with the study skills that will put them more in charge of their own learning.
  • there is no relation between a history of success and seeking or coping with challenges.
  • praising students' effort had many positive effects.
  • We should praise the process (the effort, the strategies, the ideas, what went into the work), not the person.
  • By motivation, I mean not only the desire to achieve but also the love of learning, the love of challenge, and the ability to thrive on obstacles.
  • Doris Reeves-Lipscomb on 01 Mar 16
     
    Interview with Carol Dweck on the role of motivation in learning, Education World
Doris Reeves-Lipscomb

The Path to Happy Employment, Contact by Contact on LinkedIn - NYTimes.com - 1 views

www.nytimes.com/...ct-by-contact-on-linkedin.html

nytimes NYT LinkedIn review tips EncoreTampaBay womenslearningstudio

shared by Doris Reeves-Lipscomb on 01 May 15 - No Cached
  • It is, essentially, the networking breakfast moved into a virtual world, and available virtually to the entire world.
  • First, the basics: LinkedIn allows users to create a compelling text-and-multimedia narrative of their life and work.
  • Doris Reeves-Lipscomb on 01 May 15
     
    Really good article on how to use LinkedIn well, December 4, 2013, in NYT, Personal Tech column
Doris Reeves-Lipscomb

How to Love Your Work… Even When You Don't Love Your Work. | Be Leaderly - 0 views

www.beleaderly.com/n-when-you-dont-love-your-work

Franzen reframing self-management womenslearningstudio

shared by Doris Reeves-Lipscomb on 30 Oct 15 - No Cached
  • Doris Reeves-Lipscomb on 30 Oct 15
     
    Alexandra Franzen on dealing with downs of work when "you're experiencing a creative dry spell. Nothing feels exciting. But things still need to get done." What to do about it--good options here.
Doris Reeves-Lipscomb

There's a Difference Between Cooperation and Collaboration - 0 views

hbr.org/...-cooperation-and-collaboration

collaboration cooperation Ashkenas HBR womenslearningstudio

shared by Doris Reeves-Lipscomb on 30 Oct 15 - No Cached
  • most managers are cooperative, friendly, and willing to share information — but what they lack is the ability and flexibility to align their goals and resources with others in real time. Sometimes this starts at the top of the organization when senior leaders don’t fully synchronize their strategies and performance measures with each other.
  • First, consider the goal you’re trying to achieve. Map out the end-to-end work that you think will be needed to get the outcome you want.
  • Second, convene a working session with all of the required collaborators from different areas of the company to review, revise, and make commitments to this collaboration contract.
  • ...2 more annotations...
  • work through the plans, make adjustments, and find ways to share resources and align incentives.
  • cross-functional collaboration is easy to talk about but hard to do, particularly because we tend to get stuck in cooperating mode.
  • Doris Reeves-Lipscomb on 30 Oct 15
     
    article by Ron Ashkenas on difference between cooperation and collaboration and how to set up and negotiate successful collaborations, April 20, 2015
Doris Reeves-Lipscomb

The Nonprofit Leadership Development Deficit | Stanford Social Innovation Review - 0 views

ssir.org/...leadership_development_deficit

leadership development Bridgespan SSIR nonprofits womenslearningstudio

shared by Doris Reeves-Lipscomb on 23 Oct 15 - No Cached
  • too many nonprofit CEOs and their boards continue to miss the answer to succession planning sitting right under their noses—the homegrown leader.
  • leadership development deficit.
  • The sector’s C-suite leaders, frustrated at the lack of opportunities and mentoring, are not staying around long enough to move up. Even CEOs are exiting because their boards aren’t supporting them and helping them to grow.
  • ...20 more annotations...
  • 2006 study
  • Bridgespan predicted that there would be a huge need for top-notch nonprofit leaders, driven by the growth of the nonprofit sector and the looming retirement of baby boomers from leadership posts.
  • the need for C-suite leaders5 grew dramatically.
  • the majority of our survey respondents (57 percent) attributed their retention challenges at least partially to low compensation, an issue that can feel daunting to many nonprofits. Lack of development and growth opportunities ranked next, cited by half of respondents as a reason that leaders leave their organizations.
  • those jobs keep coming open.
  • Surprisingly, little is due to the wave of retirement we have all been expecting: only 6 percent of leaders actually retired in the past two years.6
  • major reason is turnover:
  • losing a star performer in a senior development role costs nine times her annual salary to replace.
  • supply grew with it. Organizations largely found leaders to fill the demand.
  • corporate CEOs dedicate 30 to 50 percent of their time and focus on cultivating talent within their organizations.1
  • lack of learning and growth
  • lack of mentorship and support
  • he number one reason CEOs say they would leave their current role, other than to retire, was difficulty with the board of directors.
  • respondents said that their organizations lacked the talent management processes required to develop staff, and that they had not made staff development a high priority
  • combination of learning through doing, learning through hearing or being coached, and learning through formal training.
  • skill development can compensate for lack of upward trajectory. Stretch opportunities abound in smaller organizations where a large number of responsibilities are divided among a small number of people.
  • found that staff members who feel their organizations are supporting their growth stay longer than those who don’t, because they trust that their organizations will continue to invest in them over time.1
  • “When you invest in developing talent, people are better at their jobs, people stay with their employers longer, and others will consider working for these organizations in the first place because they see growth potential.”
  • define the organization’s future leadership requirements, identify promising internal candidates, and provide the right doses of stretch assignments, mentoring, formal training, and performance assessment to grow their capabilities.
  • Addressing root causes may steer funders away from supporting traditional approaches, such as fellowships, training, and conferences, and toward helping grantees to build their internal leadership development capabilities, growing talent now and into the future across their portfolio of grantees.
  • Doris Reeves-Lipscomb on 23 Oct 15
     
    Really wonderful article on nonprofit leadership development and how the lack of it leads to much external executive hiring and high turnover in these roles
Doris Reeves-Lipscomb

Decades of Deadlock: Using Network Principles to Break Through | Stanford Social Innova... - 0 views

ssir.org/...rk_principles_to_break_through

network principles SSIR housing womenslearningstudio

shared by Doris Reeves-Lipscomb on 29 Oct 15 - No Cached
  • Learning the Network Principles
  • It required mission-driven leaders who put a premium on establishing and nurturing relationships based on trust, humility, and mutual benefit. It also required a radical change in rewards and affirmations from funders and boards. A new system, consistent with subordinating the organization’s brand to the common interest, became paramount.
  • common interest that placed the mission at the center
  • ...2 more annotations...
  • We had to learn how to be a node rather than a hub.
  • Forging a Grand Bargain
  • Doris Reeves-Lipscomb on 29 Oct 15
     
    Seattle Housing Coalition's networking principles story, Marty Kooistra, October 14, 2015.   
Doris Reeves-Lipscomb

The Most Impactful Leaders You've Never Heard Of | Stanford Social Innovation Review - 0 views

ssir.org/...l_leaders_youve_never_heard_of

SSIR network entrepreneurs collective_impact principles womenslearningstudio

shared by Doris Reeves-Lipscomb on 29 Oct 15 - No Cached
  • the single most important factor behind all successful collaborations is trust-based relationships among participants. Many collaborative efforts ultimately fail to reach their full potential because they lack a strong relational foundation.
  • Trust not control
  • network entrepreneurs focus on creating authentic relationships and building deep trust from the bottom up. This focus on relationship-building costs relatively little yet ultimately makes a tremendous difference in impact. Network entrepreneurs ensure that the power of others grows while their own power fades, thereby developing capacity in the field and a culture of distributed leadership that dramatically increases the collaboration’s efficiency, effectiveness, and sustainability.
  • ...5 more annotations...
  • The Four Principles of Network Entrepreneurship
  • The new leaders at the heart of some of today’s most sophisticated, large-scale solutions to the world’s social problems—network entrepreneurs—are undoubtedly some of the most accomplished leaders that you’ve never heard of, and they are ensuring that systems-level, collaborative efforts not only succeed, but thrive. 
  • Humility not brand.
  • Node not hub.
  • Mission not organization.
  • Doris Reeves-Lipscomb on 29 Oct 15
     
    beginning series on network entrepreneurs who thrive, by Jane Wei-Skillern, David Ehrlichman, & David Sawyer, September 16, 2016.  How should WLS embrace these four principles operationally in the networks we participate in?   
Doris Reeves-Lipscomb

The Nonprofit Leadership Development Deficit | Stanford Social Innovation Review - 0 views

ssir.org/...leadership_development_deficit

nonprofit leadership development deficit SSIR womenslearningstudio

shared by Doris Reeves-Lipscomb on 29 Oct 15 - No Cached
  • Doris Reeves-Lipscomb on 29 Oct 15
     
    nonprofits are acting like forprofit employers by going outside to other nonprofits to hire away their folks; result--short-term gain because pay does not keep new hires in new organization for very long. They are not developing in-house talent for promotion.
Doris Reeves-Lipscomb

A Network Approach to a "No Kill" Nation | Stanford Social Innovation Review - 0 views

ssir.org/...k_approach_to_a_no_kill_nation

network approach SSIR animal_welfare no-kill womenslearningstudio

shared by Doris Reeves-Lipscomb on 29 Oct 15 - No Cached
  • To accomplish this, we embraced the network principle of “node not hub,” deciding early on not to invest in top-down remedies, but in collaborative models that would remain in tact after our initial financial support ended, usually after a period of 5-7 years.
  • equired that local communities develop a data-gathering system.
  • consensus data model that large segments of our industry could embrace and use to standardize terminology and reporting across all shelters. We invested in building data-gathering systems for the shelter field and saw those early efforts blossom into genuine cultural change.
  • ...1 more annotation...
  • gain the support and specialized knowledge of veterinarians trained in shelter medicine.
  • Doris Reeves-Lipscomb on 29 Oct 15
     
    beautiful success story of how no-kill animal shelters got a big boost with networking approaches, uniform data collection, and creation of new medical specialty--shelter veterinary medicine.
Doris Reeves-Lipscomb

An Action Plan for Staying Close to Remote Workers: Associations Now - 0 views

associationsnow.com/...n-staying-close-remote-workers

Athitakis Associations_Now blog engagement workers virtual_workers womenslearningstudio

shared by Doris Reeves-Lipscomb on 06 Mar 17 - No Cached
  • flexibility means people will need better and perhaps unconvenational ways to communicate to help them establish goals and feel engaged at work.
  • What’s your value proposition to a member or customer, particularly a younger one, who may be engaged in your association’s industry during only half the workday, or a fifth of it?
  • In 2016, 31 percent of remote workers were doing so 80 percent of the time.
  • ...4 more annotations...
  • Gallup doesn’t mince words on this issue: “For fully remote employees, managers are falling down on the fundamental aspects of performance development—those that are based on the manager-employee relationship—and perhaps increasing the risk that the employee will leave for a better opportunity to progress with another company.” But the fix isn’t particularly complex—it’s just a matter of building in more of those conversations with remote workers of all stripes.
  • always-on system of employee feedback instead of the annual-evaluation check-in method
  • makes the need for communication greater,
  • Engagement is what keeps associations humming.
  • Doris Reeves-Lipscomb on 06 Mar 17
     
    Mark Athitakis at AssociationsNow on supporting remote workers through regular communication and involvement to engage them more effectively
Doris Reeves-Lipscomb

"With every action a character takes, it has an echo" - Mary Review - 0 views

maryreview.com/angela-flournoy-interview

books writing Flournoy Danticant Baldwin womenslearningstudio Hurston quotes

shared by Doris Reeves-Lipscomb on 03 May 17 - No Cached
  • Junot Díaz’s Drown and Edwidge Danticat’s Krik? Krak!—both of those collections, from the late ’90s—and James Baldwin’s “Sonny’s Blues,” which I still think is one of the most perfect short stories ever written.
  • Zora Neale Hurston and Mules and Men. In that book, she writes, “Mouths don’t empty themselves unless the ears are sympathetic and knowing.”
  • And this tends to turn into the idea that writers of color are in some sort of “identity corner,” whereas white writers just get to write about life. I will never forget one night in workshop when the professor asked our brilliant mutual friend Brit Bennett to explain what her story had to say about the black experience. Like her story had to be some after-school special, either harrowing or uplifting, just because her characters were black.
  • ...1 more annotation...
  • In general, there’s a hesitancy to use “black” as a descriptor, which either points to a widespread anxiety about race or a subconscious belief that the descriptor “black” is pejorative. Or, maybe a third option—which is that you can’t say “black” at the beginning without the average white person tuning out immediately. I hope that’s not true; it might be.
  • Doris Reeves-Lipscomb on 03 May 17
     
    Interview with Angela Flournoy where she recommends three short stories as the best she has ever read by Junot Diaz (Drown), Edwidge Danticant (Krik? Krak!) and James Baldwin's (Sonny's Blues).
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