Leading by Design

I've been following some of the running commentary in a couple of Facebook groups that cater to nonprofit leaders, both veteran and emerging. I'm glad to know there are active and supportive fora where folks can vent their frustrations and celebrate their accomplishments. We all need a safe space in which to do just that. The venting focuses almost exclusively on workplace issues -- you can probably guess them -- lousy pay, crushing hours, troubles with subordinates, trouble with board members, ethical dilemmas, general frustration with the pervasive notion of scarcity to which many nonprofits cling. While the members of the Facebook groups represent a teeny fraction of the actual nonprofit workforce, I believe their challenges are widespread and probably growing as the number of nonprofits continues to expand. These challenges aren't new, although increased external scrutiny and competition have made them more pressing, more in-your-face, and no longer avoidable.  T...

Geoff Colvin's recent book, Talent is Overrated , explores the whys and hows that separate "world-class performers from everybody else".  Most of us might believe that top achievers are destined for stardom, but tons of research indicates that isn't the case.  Top achievers hone their talents during many long hours of deliberate practice that are designed to nurture understanding and stretch ability.   Deliberate practice can be defined as a sustained -- usually lengthy -- period of calculated effort designed to improve performance.  Whether it's music, a sport, or improving memory, the outstanding performers got that way through sheer, hard work.  This work is typically shaped by teachers, enriched by mentors, and encouraged by parents, teammates, or friends.  While some of the practice may happen in groups, much of it happens on one's own. Most of the studies supporting the deliberate practice model have been done with musicians, athletes and chess players...