fundraising team effectiveness in challenging times - 200521

AFP Foundation for Philanthropy Canada Webinar: FR Team Effectiveness in Challenging Times

5/21/2020

Nowshad Ali, CFRE: [email protected] 1

Welcome To Today’s Webinar

Fundraising Team Effectiveness in Challenging Times

Our session will begin shortly.

Please use the Chat feature to tell us which city you are joining us from.

• The AFP Canadian Foundation work includes:• What Canadian Donors Want Study

• Canadian Fundraising Leadership Survey• Women In Philanthropy

• Fundraising Effectiveness Project (FEP) Canada

• Socially Responsible Charitable Investing• Social Enterprise Framework for Canada

• Translation of key materials

Three Areas of Focus

• https://onpurpose.ca/white‐paper/

• https://onpurpose.ca/teams‐and‐teamwork/

• This Sessions Gift:

https://www.ttisurvey.com/393946LWC

@leadonpurpose @onpurposetalk @AFPFoundationCA @AFPIHQ

Marcus Aurelius

“You have power over your mind – not outside events.

Realize this, and you will find strength.”


VUCA


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Drivers Effects/Impacts Resolves 1 Resolves 2

Volatility Speed, nature and

dynamics of change, think

no think again.

Increased risk,

instability, variability,

think roller coaster

Vision – Clarity of

purpose, intention,

desired outcomes,

think future desired.

Values – what grounds

and anchors you and

yours. Think

meaningfulness.

Uncertainty Unpredictability, Surprises

upon surprises, think

unknown outcomes.

Analysis Paralysis,

fear/anxiety, think

precariousness.

Understanding –

Perceptual flexibility,

curiosity, consultative,

think perspectives.

Unity – what makes us

unique yet unites us.

What perspectives can

we coalesce around.

Think the good of all.

Complexity Multi‐faceted,

Multidimensional, think

matrix.

Confusion, indecision,

think refraction.

Clarity – Simplicity,

relevance, relatedness.

Think feedback loops

and storytelling.

Connectedness – find

the points of

intersection and

shared interest. Think

mindfulness.

Ambiguity Unknown, unclear,

inexactness, think

vagueness.

Errors, omissions,

doubt, think second

guessing.

Agility – capacity and

capabilities, speed

over accuracy or

completeness, Think

Resilience.

Abundance – Exploit

strengths and

overcome

vulnerabilities. Think

benevolence.


In this webinar we will explore together

Principles of Team Effectiveness

Leading A Team Operating Remotely

Sustaining Accountability and Responsibility

Maintaining a Goals and Results Focus

The Role of Emotional Intelligence


Principles of Team Effectiveness

The Right Team

PeopleGood communication skills,

high emotional intelligence, an ability to work independently, and the resilience to recover from the snafus that inevitably arise, cultural sensitivity and

inclusiveness.

Size the most effective virtual teams

‐ fewer than 10 people.

the worst performers had 13 members or more. “Social loafing” is one cause.

10 conversations for every person on a team of five to

touch base with everyone else, but that number rises to 78 for

a team of 13.

Roles

Clearly defined; who is responsible for what and how relates to the whole.

Consider the X‐team Set up: Core; Operational;

Outer


Peak Performance Teams

THE FIRST NEED IS AUTONOMY THE SECOND NEED IS DEPENDENCE


The Right Team Leadership

FOSTER TRUST ENCOURAGE OPEN DIALOGUE

CLARIFY GOALS AND GUIDELINES

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The Right Touchpoints

Kickoff

Onboarding

Milestones

Peak Performance TeamsPeople are motivated most by four things:

Challenging, interesting work

Being in the know

Personal responsibility for results

Opportunities for personal growth


The Right Technology

Virtual meeting Platforms

Conference Calling

Direct Calling

Text messaging

Discussion Forums

Tools like Microsoft Teams


Ask yourself these questions as a simple exercise:• How dysfunctional is my team?• What does my team’s dysfunction cost in lost

productivity?• Who / what suffers as a result of the dysfunction?


120 Top teams120 Top teamsAccomplished remarkable

things

Accomplished remarkable

things

Reduced cost by 80% in one

year

Reduced cost by 80% in one

year

Reduce prod. Dev time 3 yrs to 6 months

Reduce prod. Dev time 3 yrs to 6 months

Created brand new products and industry

Created brand new products and industry

Five (5) common

Characteristics

Five (5) common

Characteristics


Shared goals and Objectives

Shared values, shared beliefs, and shared

principles

Shared plans – discussed and agreed to

We understand best that which we can dialogue

about

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Leading A Team That is Operating Remotely

Effective Remote Teams

• Have clarity on Tasks and Processes in addition to Roles and Goals,

• Establish Communication Charters

• Leverage Technology to their advantage

• Establish Rhythm

• Have A Shared Language

• Establish Social Networking Practices – Virtual Cooler Conversations

• Honour Commitments

My Bottom Line

C –compassion;

calm; confidence

and consistency.

A –

Agility and Abundance Thinking

R –Resilience; Respect;

Reinforcement

E –

Empathy; Energy


And While We are at it – Your

FR

• C – Compassion

• U – Understanding

• R – Respect

• E ‐ Empathy

• C – Consequences

• U – Urgency

• R – Response

• E ‐ Empathy


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Managing Conflict

• Task Insensitivity• dismisses others opinions

• Focuses on irrelevant details

• Bullies team members

• Loses interest in team objectives

• Blocks out what is happening

• Refuses to share information

• Process Insensitivity• Gives others cold shoulder

• Ignores others opinions

• Stops listening• Makes jokes about team members

• Brakes rules• Uses innuendo• Ignores important facts

• Criticizes others


As The Leader You Must

Set and /or Reset ExpectationsSet

Encourage and Support Open and Honest DialogueEncourage and Support

Be Willing to Be Vulnerable Yourself, Yet Help Set Personal Boundaries

Be

Model The WayModel

Hold People Accountable for Both Behaviours and ResultsHold

Build and Foster Team Unity and SynergyBuild and Foster

Help Them Sharpen The SawHelp

Guide Through PrioritizationGuide Through


Sustaining Accountability and Responsibility


Competent but not committed

People who are committed but not good at their work

People who are not competent and not Committed

Commitment/Competence

Buy-in & Competent

Buy-in &

Not competent

No Buy-in &

Not Competent

No Buy-in &

Competent



Management by exception

Practice management by responsibility or objectives

Requires high levels of trust and confidence in the performance of each team member

Good team leaders always assume the best of intentions


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Maintaining a Goals and Results Focus


What are our KRA’s and Principal Results

What standards of performance

What are the deadlines and sub‐deadlines

Clear delineation of individual responsibility



Everybody knows exactly what they are expected to do, and in relation to everyone else

One of the biggest motivators at work is peer pressure

Shared ownership of a desired goal



“Lead the action”

Continuous evaluation

and appraisal of

performance

The key to high

performance work teams is harmony



WHEN PEOPLE ARE REALLY HAPPY, THEY PERFORM AT THEIR BEST

CONFLICT RESOLUTION IS A

RESULT OF OPENNESS AND DIRECTNESS

TEAM MEMBERS ARE FACED TO

CONFRONT EACH OTHER


Building Peak Performance

Teams

• The performance appraisal method:

• Define performance problem clearly

• Aim at performance improvement

• Focus on the future• You get agreement on what is to change, by how much and by when

• You end with praise and a feeling of confidence in the employee


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The Role of Emotional Inteligence

Emotional Intelligence

The ability to sense, understand and effectively apply the power and acumen of emotions to facilitate higher levels of collaboration, productivity and personal effectiveness.

The four main sets of skills are self‐awareness, self‐regulation, social awareness, and Social‐regulation or relationship management.



Emotional Intelligence ‐

Self

• Self‐Awareness is the ability to recognize and understand your moods, emotions and drives, as well as their effect on others. In practice, it is your ability to recognize when you are red, clear or somewhere in‐between.

• Self‐Regulation is the ability to control or redirect disruptive impulses and moods and the propensity to suspend judgment and think before acting. In practice, it is your ability to influence your emotional clarity from red to clear when the situation requires.

• Motivation is a passion to work for reasons that go beyond the external drive for knowledge, utility, surroundings, others, power or methodology and are based on an internal drive or propensity to pursue goals with energy and persistence.


Emotional Intelligence ‐

Others

• Social Awareness is the ability to understand the emotional makeup of other people and how your words and actions affect others. In practice, it is the ability to assess if he or she is in a red, clear or somewhere in‐between state.

• Social Regulation is your ability to influence the emotional clarity of others through a proficiency in managing relationships and building networks.

• Is the report 100% true? Yes, no and maybe. We are only measuring emotional intelligence. We only report statements from areas in which tendencies are shown.



Effect

• We are in a somewhat unique set of circumstances to day and the shared experience we are living in relation to the effects and impacts of COVID‐19 are real and it the weight of our emotional responses are even more relevant and impactful.

• It calls upon us all, and those in leadership roles even more so, to be mindful of our own emotions, and our sensory radar to the emotions of others (Staff, Board, Donors, Beneficiaries, Loved Ones, Friends, Neighboursetc), is critical.

• We are all in this together and we need each other more than ever, to get through to the other side.

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Effects

• Our emotional Intelligence or acuity can help us gain calm in a situation. It can help us inspire confidence and compassion in others and in our selves.

• Since one of our core beliefs is that all motivation is self‐motivation, we believe that sound foundations in emotional intelligence can inspire more than motivate. And note that inspiration can drive and sustain motivation.

• There is no “New Normal” in my mind. However There is:• “Reality Revision” (Revised Realities) and• “Reimagined Futures”

• This mindset alone can have a profound effect on our success in managing our responses to the effects and impacts of COVID‐19

St. Francis of Assissi

“Start by doing what’s necessary; then do what’s possible; and suddenly you’re doing the impossible.”

Stephen Covey Jr.• Be Proactive

• Begin with the end in mind

• Put First Things first

• Think Win – Win

• Seek first to understand then to be understood

• Synergize Principles of Creative Communication

• Sharpen The Saw

Chinese Proverb

If you want one year of prosperity, grow grain.

If you want ten years of prosperity, grow trees.

If you want one hundred years of prosperity,

grow people.


Be The Kind LeaderPeople want to follow voluntarily


Contact Information

Nowshad (Shad) Ali

On Purpose Leadership Inc.

306‐220‐7764

[email protected]

Thank You!


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fundraising team effectiveness in challenging times - 200521

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