“Businesses must realize the importance of adapting to millennial employees in order to leverage the advanced, forward-thinking ideas that they can provide.” You no longer need the one big idea or perfect strategic plan for the next five years but a mindset of constant re-configuration of what exists; not simply more titles and formal positions, but capabilities throughout the organization.
“In an era where business keeps moving faster, it is no small wonder that resilience has become the new must-have executive skill” writes Srikumar Rao in an article in Harvard Business Review. Principles from ancient philosophy merge with modern thinking in 5 tips for building personal resilience.
A new white paper in Elizabeth Weaver Engel’s series, co-authored by Elizabeth and Sherry Marts, looks at the issues of diversity and inclusion with a new twist—the conversion of intent into action
Have you noticed that in framing the problems facing us, most of us are already formulating a solution? Design Thinking tools and examples from start ups show the value of taking the time to invest in the front end–developing empathy, uncovering the right problem to solve and testing prototypes before committing to the full launch.
Develop a team of entrepreneurial leaders in your organization who can feel like co-owners and think like your members/customers so that they can help you drivee engagement and growth. Adopt 6 strategies from Stanford Law School’s curriculum to lay out a staff and culture development path.
Empathy is an emerging business attribute in this era, allowing you to make authentic connections and personalize customer/member experiences
Have you thought about performing an amateur musical to remind members to renew, in place of the usual, drab renewal notices? A staff team at ASHA did just that. The larger story this video tells is one of employee empowerment and innovation; a story of connecting with members as people by humanizing, motivating and leveraging your organization’s own people. Read about how to empower staff to drive engagement and growth.
ASHA’s CEO has succeeded in making a human focus operational by aligning all aspects of the organization with it, and moving ASHA forward to new levels of growth and innovation.
It is not enough to congregate people on a shared online platform. The more you help them use the platform and the relationships and ideas it engenders to bring about results that they could not create outside the community, the more value you generate for them.
For most nonprofits growth and, in fact, survival is equated to an unceasing struggle for more resources —revenue, staff, members or customers. The mantra is “more”—more programs, members or revenue will solve their problems. Yet, in today’s economy it is leverage rather than quantity, innovation rather than production that yields solutions. Take the case of Facebook cited in a Fast Company article.