Afleveringen
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One of the most difficult things about being a leader is sharing bad news. It is stressful and frankly, it sucks. However, it is a part of the job, and it requires sensitivity and strategy. In the last podcast, we talked about how to deal with significant funding loss strategically. In this episode, we will talk about how to deal with it publicly.
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After over 25 years in the nonprofit industry, I’ve experienced sudden funding loss several times throughout my career and as a consultant I’ve helped dozens of clients navigate it as well.
As a consultant, far too many organizations, contact me when it’s nearly too late to reverse the course. Far too few have contingency plans in place for sudden funding loss. It is my hope that this episode will help you to either quickly minimize the impact of sudden funding loss or create a contingency plan to do so when and if it happens to you.
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Zijn er afleveringen die ontbreken?
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It's been a while since my last episode. Why the absence? Well, life took a turn. Listen to this mini-episode to hear my brief explanation and receive a little encouragement in the process. With that being said, I am taking a break and I will be back with new content and new podcasts on April 2nd.
- Kim
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Leadership draws criticism, most of which comes from people who have never led. They don’t see what you see from the leader’s vantage point, nor do they understand the pressures you face. They don’t know that every “yes” means saying “no” to something else. They don’t know that you were up when they were sleep and that you were working when they were resting. They don’t accept that leaders are people with feelings, faults, bad days, and breakdowns. When we express the discomfort of leadership, they are quick to say, “To whom much is given much is required.” But, unless they’ve paid the cost of being the boss themselves, that truth feels like criticism when what we need is compassion. As a leader, I get it and, in this episode, we are going to talk about it.
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Today, we are going to talk about one of the most difficult yet common questions that every leader faces, “To fire or not to fire.” No matter how many questions you ask in an interview, no matter how great a candidate’s references are, and no matter how much you thought you knew about the candidate before you hired them, employees will surprise you. Whether it is the inability to get to work on time, excessive absences, poor work quality, or the inability to get along with coworkers, issues will arise that have you asking, “Should I let them go or keep trying to work with them?”
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After over 25 years in leadership, I know that growth, without the infrastructure, systems, and culture to support it, will ultimately lead to disaster. So, how do you know when to expand and when not to expand? In today's episode, we will discuss five questions that Kim ask herself and her clients before considering expansion. Let’s talk about it.
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Everyone wants to lead . . . until they have to lead. Leadership is not for the faint of heart. There is a critic and counterpoint for every choice that you make. There is an opposing opinion for decision. There are risks associated with every strategy and new stressors that come with every success. Sure, perks, privileges, and good pay that come with promotion. But, every leaderswho has sat in the C-suite will tell you that benefits of leadership will not always outweigh its burdens. In good times, it will balance them out.
Now, when you say these things to an aspiring leader, the first thing they tend think that you are hating on them or that you don’t want to see them succeed. And, that could be the case for some people. But, most leaders tell you about the challenges of leadership because they are trying to keep you from making the same mistakes that we have made – the mistake of assuming that it won’t be that hard. In today's epsiode, we will explore five questions to ask before stepping into the C-Suite.
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Happy New Year everyone! I am so excited to be back in my office recording podcasts. I can’t believe that this is my 23 episodes. I have really enjoyed sharing my leadership journey with you and I’ve been so appreciative of your support and feedback. I am honored that you would listen and join me for discussions on life and leadership.
Your questions have inspired the theme for January’s episodes which is Crucial Questions. That’s right, I am dedicating this month’s podcasts to answering the four most common questions, asked by other leaders and if you have a question that you want me to answer on this podcast, visit my Instagram page, @leadwithkim, and send me a DM.
So, let’s get started with this month’s crucial question. It is one that many leaders are asking at the start of the New Year, "To Stay or Not to Stay."
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Have you ever pondered why things have been feeling off at the office? Have you felt like things were out of rhythm and you didn’t feel that your team was productive as it could or should be? Have wondered what the problem is? Asked others and asked yourself, only to realize that the problem is you. Let's talk about it.
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Contrary to popular employee belief, most leaders are not sitting in their offices dreaming of ways to make your life difficult. We don’t prefer to do things the long way. We don’t enjoy the time we spend writing policy, creating guidelines, or giving instructions and we certainly get no thrill out of disciplinary conversations. We just want to get things done as quickly, efficiently, and effectively as possible in a manner that aligns with our mission and mitigates risks. As nonprofit leaders, we do what we do because we want to make a difference. We advocate for clients in spacing that aren’t always the most welcoming for us. We ask for support to serve our clients and pay our employees. We look for partnerships, processes, and platforms that will make all of these easier for everyone.
But, we are also human. We get tired, frustrated, and discouraged. We can’t always ensure that our emotions won’t influence perspective, choices, or words . . . or at least I can’t. It’s a fact of life. However, there is a difference between being ruled by your emotions and occasionally effected by them. There’s a difference between being justifiably frustrated by poor performance and just being a jerk. But, the most poor-performing employees will assume you are the latter, regardless of how inconsistent the behavior is when compared how you’ve engaged them in the past or when you were not under so much professional or personal stress.
So, how do you know which is which – whether you are justifiably frustrated or being a jerk? And, how do you maintain composure in either instance. Let’s talk about it.
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It is the responsibility of the nonprofit organization or social enterprise to provides a path to the fulfillment of its mission in a manner that is appealing to the client, aligned with their goals for themselves, and accountability-driven to help increase the likelihood of reaching the goals. So, where do you begin? Let's talk about it in today's episode.
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Last week, Kim shared the story of how Interfaith Family Services narrowed our target demographic from homeless families to working class single moms who are experiencing homelessness. Then, she provided tips for how you can define and refine your target demographic. This week, Kim talks about understanding the needs and nuances of your target demographic in order to create an organizational methodology or logic model to address those needs.
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“You’re doing too much.” That’s one of the most common discoveries of the agency analysis that I provide for nonprofits. Far too many, well-meaning organizations are spreading their staff and budgets too thin by attempting to have a Cheese-Cake Factory like menu of services that offer a lot of variety but very little impact.
In this episode, Kim shares the danger of not refining your target audience. she also provide strategies for doing so.
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Anyone who says that a nonprofit CEO or a CEO of any kind for that matter should have an “open door policy” has never been a CEO. You can be accessible without an open door but, it’s hard to be productive with one. In this episode, Kim Williams shares how.
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Wow! Can you believe that we've completed the first season? I can't believe I've recorded 16 episodes! As I prepare for the next set of episodes, I'm taking a little break. But, I'll be back in September with some new episodes and a few surprises!
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In today's complex work environment, how do you create a culture that accounts for all of the needs and nuances of today's workforce? In this week's episode, Kim discusses the challenges she faced earlier in her career understanding the needs of her employees and the revelation that changed her organization's culture for the better.
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I knew that something had to change. My board and fellow leaders recommended spending more time with team building and bonding and I tried. But, it simply made my already crowded plate more crowded and my frustration was growing into resentment. Then, taking some time off for much prayer and reflection, I realized where I’d made my mistake.
I didn’t need to work harder. I needed to work smarter. I didn’t need to work more. I needed more rest. I didn’t need team bonding. I needed team boundaries. Learn more in this episode.
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My performance-based value system pushed me into promotions in the first half of my career. But, it almost become my undoing in the second half. As a young professional, my ability to execute under the toughest of circumstances helped me to avoid the need to make significant adjustments to my leadership style. However, my first three years at Interfaith demanded that I change. I discuss this change and what led to it in this week's episode.
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For years, I did not have an effective strategy for hiring employees. I looked at what their resume said and the requirements of the job to determine if I should interview them. Then, I listened to their words and references to make the final decision. It wasn’t until years into my tenure that I began to be more strategic and I began to hire people based not only on the competencies that the job requires but on the culture of our organization. In this episode, I share what I learned.
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