Category Archives: Michael Kogutek

Book Review: “Dare to Lead” by Brene Brown

Michael Kogutek, nonprofit management coach
Michael Kogutek

This book review is on “Dare to Lead” by Brene Brown and published by Penguin-Random House (2018). Brene Brown is one of my favorite authors on leadership. She is a social worker and researcher at the University of Houston.

Her TED Talks on Vulnerability is amazing. Her recent work “Dare to Lead” is one of my top favorite leadership books of 2018. She explains why true leadership is about vulnerability and connection-not power and strength.

Brown describes the four skills needed to become a courageous leader. These skill sets are 100% teachable, observable and measurable.The first and most important skill is Rumbling with Vulnerability. Brown had assumed that the biggest barrier to courageous leadership would be fear, but her research indicated that fear is not a barrier. In fact, leaders she interviewed admitted to being fearful much of the time. The real barrier is how people armor themselves to deal with the fear. It is critical to understand that we all self-protect when we feel scared, defensive, or vulnerable.

A great tool to use when Rumbling with Vulnerability is curiosity. “When I find myself in a tough situation or I’m about to receive some hard feedback, instead of getting my armor up, I stay open and ask questions, so I can get specific information,” Brown explains. In the book she identifies 16 different ways we armor ourselves and offers ways to move that armor out of the way to become a daring, courageous leader.

The second skill is Living into Your Values. Leaders constantly must do tough things, give hard feedback, put bold ideas into motion while being unsure of the outcome, and take many risks. Courageous leaders are able to do this consistently because they operate with a clear set of values and behaviors that line up with those values. “It is important to have values as a leader, but it is critical to operationalize them. Otherwise they are just vague concepts, not guiding principles,” Brown explains.

The third skill, Braving Trust, can be tricky because many leaders don’t know how to talk about trust. Direct reports have to trust their leaders in order to have honest conversations and both parties have to be in an unarmored position. It’s no secret that the highest performing teams are built on a foundation of trust. And building trust is a skill that can be taught and learned.

The fourth skill is Learning to Rise and deals with the ability to re-set after an error or mistake. The ability to be resilient helps leaders learn from mistakes quickly, share those learnings, and continue to move forward in a positive way. And, yes, it is a skill that every leader can learn.

“Courage is a skill set we can teach, measure, and observe, but we are choosing not to because it is an investment of energy and time and it takes muscle building. But why are we choosing not to do it? If we need braver leaders, but we’re not investing in skilling them up, what is getting in the way?” asked Brown.

“Dare to Lead” is the ultimate playbook that offers practical skill-building tools for creating brave leaders in your organization. You will not be disappointed.  (Chad Gordon-BleacherLeaderChat)

Author: Michael Kogutek, Executive Coaches of Orange County, www.ECofOC.org

Leadership Is About Coaching – Here’s How To Do It Well

Michael Kogutek, nonprofit management coach
Michael Kogutek

Michael Bungay Stanier is a Canadian coach. He is the author of “ The Coaching Habit.” He is one of my favorite people on coaching.

The following piece of his is terrific.” If you’re a leader or a manager, you probably wear a lot of hats. You’re a project manager, delegator, spokesperson, and most importantly, a coach.

But the problem is that no one ever tells you how to be an effective coach, or even what that means. Are you supposed to act like a sports coach? A therapist? Perform some bizarre (and arcane) HR ritual?

The answer is none of the above. In fact, it’s about making one tiny change to your behavior, one that will bring about significant impact. Being a coach is about being more curious, and being slow to give advice and take action.

But the truth is, most of us are advice-giving maniacs. We do not listen as much as we should. Being curious involves asking questions. The best question is What else?? It is based on the understanding that the first answer someone gives is never their only answer.

Coaching is an essential leadership behavior. Curiosity is the driving force in being more coach-like. Questions fuel curiosity. Remember as a leader and a manager, your job is not to have all of the answers-but to guide your employees to come up with the right ones.”

Author:  Michael Kogutek, Executive Coaches of Orange County, www.ECofOC.org

Conducting an Effective Meeting

Michael Kogutek, nonprofit management coach
Michael Kogutek

Do you dread attending the weekly staff meeting and other meetings on your calendar?? Melanie Woodword from Balance Small Business offers the following advice:

“7 Tips For Effective Meetings 

Establish the Meeting’s Objectives

Before sending out a meeting alert and putting it on your calendar, ask yourself why you want to hold a meeting and determine the objective.  Is it a meeting to bring employees up to speed on a change in management?  Are you making a decision regarding a project?  Is it a brainstorming session for a new business strategy?  Be certain that gathering employees in a room for face-to-face discussion and interaction is necessary for your objective; if the purpose of the meeting is a status update, perhaps sending out a group email is a better use of everyone’s time.

Communicate the Purpose of the Meeting

When inviting others to your meeting, be clear about the purpose of the meeting.  This will not only keep you focused but will enable employees to attend the meeting prepared either with documents or with thoughts on the matter at hand.  Communication is essential for an effective meeting.

Be Selective about Attendees

No one appreciates attending a meeting that has no connection to them or their work.  Determine who really needs to be there and why.  Whose input do you need?  Which colleagues must participate and will likely have questions on the matter?  If someone is on your list that simply needs to be informed of what was discussed, then do them a favor and take them off the list.  They can be easily updated with a follow-up email.  Time is valuable and no employer wants to negatively impact productivity by having employees sit in on meetings that are unnecessary.

You Must Create a Meeting Agenda

Holding a meeting without a set meeting agenda is akin to climbing into a sailboat and hoping the wind takes you where you want to go.  You will – quite literally – be lost at sea.  Your meeting agenda will guide you to your final destination.  Include topics to be discussed and who will be addressing each item if others are taking part.  Email the agenda to attendees ahead of time so everyone knows what to expect and comes prepared.

Stick to Your Plan

Even the best-planned meeting will go awry if the discussion gets derailed and goes off on tangential topics.  This is why most meetings fail to achieve their objective – they do not stay on track. At the outset of your meeting, establish ground rules and a specified time allotment for each item on your agenda as well as the overall meeting. For example, “Thank you for coming today.  Everyone’s time is valuable and it is my goal to keep this meeting to less than an hour.  Let’s stick to the items at hand and reserve discussion on other subjects for a later time.”  Rein in anyone who is monopolizing the discussion or introducing topics, not on the agenda.

Keep Them Engaged”

Visual aids go a long way in keeping everyone focused on the meeting and not on their phones or the clock.  Post the agenda on a Smart Board in the front of the room.  Project visuals onto a large screen using a computer; anything to keep their eyes up front.

Summarize the Meeting

Ever leave a meeting and have a totally different takeaway than your colleague?  Make sure this doesn’t happen with your meeting by emailing a follow up within 24 hours.  Include a summary, highlight key topics addressed, tasks assigned and indicate deadlines.  Sending this out in a timely fashion will ensure that attendees don’t head in the wrong direction.

Author: Michael Kogutek, Executive Coaches of Orange County, www.ECofOC,org

Book Review by Michael D. Kogutek

   “Extreme Ownership” Jocko Willnik and Leif Barbin, St. Martin’s Press (2017)

Michael Kogutek, nonprofit management coach
Michael Kogutek

“Extreme Ownership “is written by two former Navy SEALs, Jocko Willink and Leif Babin, who now head up a leadership training and  executive coaching  company.  The battlefield experiences they share in this book are intense and vivid.

The book is written in a very basic and clear way. The authors convey one main point per chapter by sharing a story from their war experiences, then highlighting the main  leadership principle of that story, and finally giving a concrete example of how this principle applies in business and organizational  settings.

The main points can be summarized as follows:

(a) The leader is always responsible and there is no blame to go around. This is the “extreme ownership” concept.

(b) The team must believe in the mission.

(c) Collaborate with other teams to achieve mutually beneficial outcomes.

(d) Keep plans simple, clear, and concise.

(e) Check and monitor your ego.

(f) Assess your priorities, and then act on them one at a time.

(g) Clarify your mission and plan

(h) Communicate with your leadership team

(i) Execute decisively, even when things are chaotic.

 The simplicity, clarity, and structure of this book are its greatest strength.

A weakness in the  book is that it  does not take in account how emotions factor in  leadership, management and decision making. The book is totally alpha and needs to be balanced. It is a terrific read and I highly recommend it to you and your teams!! As Jocko would say in SEAL lingo: “Get after it!”

Author: Michael Kogutek, Executive Coaches of Orange County, www.ECofOC.org

Book Review by Michael D. Kogutek

Michael Kogutek, nonprofit management coach
Michael Kogutek

Judith Glaser’s book is a welcome treat for coaches and mentors looking to expand their professional horizons. Her thesis is that the relationship is central and key is providing change and transformation. She comes from a coaching perspective and states that conversations build trust that move us as individuals and organizations.Her definition of trust in human relations is that, “ I get that you authentically have my best interest at heart, not just your own.” Glaser states,”People trust us more when we have their best interest at heart.” She details the case of making sure that one sets up key parameters for enhancing this process. It formalizes the theory behind how conversations evolve and the position of the different speakers. What sets this book apart from others is that the author brings neuroscience and research into the equation to substantiate her assumptions. Glaser’s book can help take your leadership to the next level by showing you how to enhance the quality of your conversations. I highly recommend it!

“ Conversational Intelligence” Judith E. Glaser Bibliomotion (2014)

Author: Michael Kogutek, Executive Coaches of Orange County, www.ECofOC.org

Choosing Dogs & Board Members

The history of how dogs have been utilized to accomplish a wide variety of tasks is fascinating. The unique personality and physical characteristics of the breeds makes each one ideally suited for taking on some pretty demanding challenges.

Michael Kogutek, nonprofit management coach
Michael Kogutek

One of the biggest challenges that ECofOC coaches confront is helping Executive Directors figure out who are good candidates to become board members. I came across this article by Hardy Smith, a Non-profit consultant from Florida. I found it to be spot on. Haley gave me permission to reproduce it here.” When watching the annual Westminster Dog Show, I am always intrigued by comments about each breed’s particular purpose and capability traits.

There are hunters, workers, leaders, protectors, and companions.

From water repellent coats and webbed paws for working in water to thick warm coats for cold climates to small bodies with short legs to big bodies with long legs, each breed is equipped with the right tools for getting specific jobs done.

Owners have depended on their dogs and their unique performance abilities for hundreds, and in some cases thousands, of years. Each breed’s record of competence has been well demonstrated.

Westminster Show announcers always stress the importance of considering a dog’s distinctive personality and physical characteristics as important factors when deciding which dog to bring into a home.

Some breeds are low maintenance and are great around children while others can demonstrate challenging behavior that requires patience and a commitment to training.

The consideration process for choosing the right dog can be applied to finding a new nonprofit or association board member.

What specific talents and abilities does your board need? What personality characteristics should be present to ensure someone will be a good fit?

What are your prospective board member’s demonstrated behavior and performance tendencies? Will patience and extra training be required?

Just as not all dogs are the same, neither are board members.

If you choose your board members with as much care and thought as you would take with choosing a dog, you will have a board’s best friend!”

  Hardy Smith Consulting http://www.hardysmith.com

Author: Michael Kogutek, Executive Coaches of Orange County, ECofOC.org

New Year Invites Reflection and Evaluation

Michael Kogutek, nonprofit management coach
Michael Kogutek

On behalf of all the coaches at Executive Coaches of Orange County, we want to wish you and your family a Happy New Year. May it be blessed with good health, peace and happiness. We at ECofOC are grateful that our 150 clients have chosen to turn to us for individual coaching or for our Executive Director Forum (36 members), or for both.

For the past 16 years, we have been living our mission of helping nonprofit leaders  and managers become more effective, efficient and successful so their organizations can do more of their good work in our community.

The new year offers a time for us to pause and take an inventory of where we have been and set new goals for the future. The services of ECofOC may provide you an opportunity to move forward and up your game. Change  needs to be met with accountability.

Coaching  provides a  one-on-one relationship to nonprofit leaders. Our coaches help managers set specific goals and solve difficult issues from a nonjudgmental perspective in a confidential setting. Coaching can address virtually any nonprofit management issue, including board development, fundraising, outreach, leadership, management, finance, IT and HR issues, personal development and career planning.

Our Executive Director Forum is comprised of 10 to 12 executive directors facilitated by two experienced ECofOC coaches in monthly meetings using a proven process to guide the group to practical solutions for issues brought to the table by each participant. These sessions allow executive directors to test ideas and work though issues with a group of their peers.

We  hope you will consider getting a coach. If you are a manager with a non-profit organization in Orange County, you can apply here at www.ecofoc.org. The price is right; it is FREE! Our team of coaches are prepared to take you where you want and dream to go. The moment and power of change is now!!

Author: Michael Kogutek, Executive Coaches of Orange  County,  www.ECofOC.org

“Business Coaching and Mentoring for Dummies”

Michael Kogutek, nonprofit management coach

Michael Kogutek

 

“ Business Coaching & Mentoring for Dummies” Marie Taylor & Steve Crabb, John Wiley & Sons,Inc. (2017)

The title of this book is a total misnomer. This is not a book for dummies but one for mentors and coaches who want to develop their professional skills. The authors spend time defining what coaching and mentoring are. They detail what the differences are. This is a comprehensive foundational overview for coaches and mentors. Resources and tools are explained to set up a coaching and mentoring engagement. The book is filled with business strategies, key concepts and effective techniques. There are written and verbal exercises are provided to help one take your client to the next level. What makes this book stand out from others is the detail spent on the psychological  dynamics that clients bring to the coaching and mentoring situation. I highly recommend it. You may want to consider purchasing this book as it would be an excellent reference book on your shelf.

Author:  Michael Kogutek, Executive Coaches of Orange County, www.ECofOC,org

“Business Coaching & Mentoring for Dummies”

Michael Kogutek, nonprofit management coach

Michael Kogutek

 

 

Book Review by Michael D. Kogutek

“ Business Coaching & Mentoring for Dummies” Marie Taylor & Steve Crabb, John Wiley & Sons,Inc. (2017)

The title of this book is a total misnomer. This is not a book for dummies but one for mentors and coaches who want to develop their professional skills. The authors spend time defining what coaching and mentoring are. They detail what the differences are. This is a comprehensive foundational overview for coaches and mentors. Resources and tools are explained to set up a coaching and mentoring engagement. The book is filled with business strategies, key concepts and effective techniques. There are written and verbal exercises are provided to help one take your client to the next level. What makes this book stand out from others is the detail spent on the psychological  dynamics that clients bring to the coaching and mentoring situation. I highly recommend it. You may want to consider purchasing this book as it would be an excellent reference book on your shelf.

5 Traits of Effective Bylaws

Michael Kogutek, nonprofit management coach

Michael Kogutek

 

Bylaws can be intimidating and complicated. Benjamin Miller from the Community Legal Education Group,Ontario, Canada writes a very concise and pragmatic article on the topic.He has given me permission to reproduce this article.  No matter how good your bylaws are in theory, if they don’t get used, they aren’t effective. Here is a list of 5 key traits of bylaws that actually get used.

1) They reflect the realities of your organization. The rules and processes set out in your bylaws should reflect what you actually do as an organization. You may have read about some great practices other organizations have put in place. Even if you think that your organization should be working to put those practices in place, remember that your bylaws have to grow with you. Recommendation: You can’t draft effective bylaws simply by looking at the best practices of other organizations. You must start by learning what your organization currently does and values. If someone is writing your bylaws for you, even an expert, make sure they spend enough time familiarizing themselves with your organization.

2) They reflect the delicate balance of interests in your organization. Every organization has to balance the interests of many groups, including directors, donors, funders, members, users, and others. If your bylaws exaggerate the power of any of these groups, you are on the road to either conflict or having those rules ignored. Recommendation: Just because only a few people are actually interested in the bylaws doesn’t mean their say should count for more. You should reach out as much as you can and make consultations as fun and social as possible.

3) They are easy to navigate and read. People don’t have the time to read bylaws back to front to collect all the relevant rules for a particular decision. On the spot in a meeting, you must be able to know exactly where to look for all the relevant rules and be able to scan them quickly for the right information. Recommendation: Organize the sections of your bylaws according to how they’ll be used, e.g. AGM, Directors Meetings, etc. Use generous margins and lots of space between sections that express different ideas and topics. Have a table of contents.

4) They are written clearly and efficiently. If you can’t understand your bylaws then you can’t use them. It’s that simple. Recommendation: Make a special effort to write your bylaws in plain language.

5) They are designed for the beginner. Your bylaws need to be used by your most junior board members, who may have no previous experience with this kind of document and may represent a vulnerable community. In fact, ideally your members should be able to understand your bylaws to hold you to account. Recommendation: When writing the bylaws, ask yourself “could an average member easily use these bylaws to hold our board to account?”

Finally, remember that your bylaws also need to be legally compliant. Consult with an appropriate legal advisor to make sure your bylaws are not only useful but legal too.

*This list is based on The Drafting of Corporate Charters and Bylaws (2nd ed.) by Kurt Friedrich Pantzer. (1968).

Author:  Michael Kogutek, Executive Coaches of Orange County, www.ECofOC.org