The Help People Want With Problems

I’m a fixer. Bring me a problem and I’ll give you a solution. The trouble is, people don’t always want my solutions. Even when they think I’m probably correct, they will go ask someone else. The reason is, they are looking for another kind of help.

The Help People Want With Problems

When people ask for help, it can be interpreted as a request for

It Makes Sense, Until You Think About It

A lot of things we do make sense, until we think about them. It turns out what appears to feel quite logical doesn’t always hold up under closer scrutiny. Here’s how to spot your faulty thinking, and fix it.

A friend of mine mentioned he was limiting his income for the next couple of years so he could receive financial aid for his children’s university fees. My plan was to

Peter Drucker On The Most Important Thing In Communication

Peter Drucker is known as the Father of Management, influencing modern management practices more than anyone else through his extensive writing and teaching. I’m intrigued by what he said about communication: “The most important thing in communication is hearing what isn’t said.” Here are two ways to practice hearing what isn’t said. 

Listen

In Managing the Non-Profit Organization, Drucker outlined basic leadership competencies: “As the first such basic competence, I would put

The Most Important Leadership Trait You Need To Succeed

I’ve long suspected that the most important leadership trait you can have is curiosity. A Price Waterhouse Cooper study now confirms it. Here’s why curiosity is so valuable and how you can become more curious.

A nonprofit president told me how his organization went from fully funded to financial crisis in a matter of days. The organization raised several million dollars a year to support it’s programs and services. They had

The Most Powerful Thing You Can Say—Is Nothing

Most leaders are skilled communicators. By that I mean they are good talkers. Communication is so much more than words. Sometimes the most powerful thing a leader can say—is nothing. Silence has a habit of revealing meaning. 

The ability to speak effectively is a strength worth developing. Through words, I help people learn, grow, and achieve results. I teach groups and lead workshops by telling stories and explaining. I coach individuals by asking questions. I lead my organization by casting vision, encouraging, and directing.

However, in my desire to communicate effectively, it’s easy to over-rely on words. A well-placed pause or an extended silence, especially after a powerful question, can

How Would Your Ministry Do On Nonprofit Shark Tank?

If your ministry were to appear on a nonprofit version of Shark Tank, would it get an investment from a Shark? Most nonprofit workers can’t answer the 7 questions entrepreneurs often face on the show. How about you?

SHARK TANK – Barbara Corcoran, Daymond John, Mark Cuban, Kevin O’Leary, Robert Herjavec and Lori Greiner are the “Sharks” on ABC’s “Shark Tank.” (Photo courtesy of ABC/Patrick Ecclesine)

The small business entrepreneurs who appear on the reality TV show Shark Tank are passionate about the product or service they have created. Often it doesn’t make business sense, and the Sharks spot the weaknesses.

People doing nonprofit ministry are also passionate about what they do to help people. How well would your ministry stand up in a nonprofit version of Shark Tank?

Why You Need To Risk Failure To Succeed

I’ve noticed that many leaders, rather than trying to succeed, are trying to not fail. Doing so keeps them from achieving the personal and professional success they are looking for. Here’s why you need to risk failure in order to succeed. 

After yet another basketball game loss, the boy told his Dad, “It’s okay Dad, we knew we’d lose so we weren’t really trying anyway.” The boy and his team knew how to protect themselves, if they didn’t try hard, they didn’t really fail.

It’s not just kids who protect themselves from failure. How about…

How The Structure Of Nonprofits Limits Growth

A bottleneck is a limitation is the system. In nonprofit organizations, that bottleneck is its financial structure. For some nonprofits, moving some of their services from a Donor-Subsidized model to a Client-Paid model will greatly increase their impact.

In 2004, when I began training nonprofit workers in coaching skills, I used a Donor-Subsidized model. We charged reduced fees to attend our events, so I needed to raise money to cover the substantial remaining costs.

Clients found our coaching training life-changing and recommended it to others. Soon