Leadership on Point

It’s Time to Act: Ending Sexual Harassment in Nonprofit Organizations

February 28, 2018 Richard Levin

By Richard J. Levin and Sara E. Miller

“That’s simply the way he is. Just don’t find yourself alone in an elevator with him!”

We heard this from the CEO of a nonprofit organization who was given advice about a key donor during her first day on the job. She was receiving “the talk” so many nonprofit professionals have heard before, as if to explain away predatory behavior as the cost of doing business.

In listening to clients and confidants, we have learned that inappropriate sexual behaviors and repugnant power dynamics are playing out not only in Hollywood and government, but in the nonprofit space as well.

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How Many Hats Does a CIO Need to Wear?

October 21, 2016 Joe Wolke

Technology leaders earn their keep when they help their organizations use technology as a competitive advantage. Success is no longer measured just in availability, speed and uptime: one must now add resiliency, security, scalability, affordability and, most of all, the flexibility to meet business needs that have yet to be defined. These leaders must understand differentiators in their businesses; they need to know real capabilities in the IT marketplace as well as the best providers of those capabilities; and they need to know how to staff and manage high-performing teams who can assure consistent and reliable delivery of those services. They need to be:

  • Technology specialists who know and understand what is real and what is hype
  • Authorities in security, protecting the information that drives the company as well as meeting regulatory compliance
  • Team leaders able to attract, manage and retain a team of highly skilled technical professionals
  • Salespersons, working with peers within an organization to create and sell the business cases that prove the investment in technology is the best use of a company’s money
  • Service brokers with the ability to source both commodity services and the business differentiators from providers both internal and across the globe.

No single university discipline, certification or job prepares individuals for what they need to be the best IT leaders for their organizations. There is no single source that can teach IT leaders to comfortably wear all the necessary hats at the same time.

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Coming Out of Hibernation: Beware the Bear

April 5, 2012 Richard Levin

Bull Bear Market + Coming Out of Hibernation: Beware the Bear

For five years, we’ve been managing our expectations downward.  It’s become part of our psyche to manage with less, stifle creativity, and look over our shoulders.

Not that we are ready to be doing triple back-flips or anything, but there are signs (dare I say “encouraging” ones?) that we are moving toward a period of renewed growth and hope.  What I’m hearing from the executives I coach – a robust cross-section of American business leaders – is that they expect to do more hiring, plan to modestly introduce new products and services, anticipate keeping salaries relatively flat for a while longer, and worry about volatile gas prices.  That’s why the no-back-flips reference: credit is still tight, energy prices are high, global economies are still unstable, and the overall picture is still shaky.  But business leaders I’m talking to seem encouraged by an increase in U.S. exports, by consumers spending less on overseas goods and services, and by factories gearing up in anticipation of more consumer spending.

It seems safe to start thinking creatively again.

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What Happened to Wisdom?

October 12, 2011 Richard Levin

We need leadership; leaders who lead; government; Occupy Wall Street; Obama; Democrat; Republican

Before the last Presidential election, Barrie Greiff and I wrote a Boston Business Journal column about the disappointing lack of wisdom displayed by the candidates for President.  Sadly, not much has changed on the political landscape, and the situation may be trending toward a disturbing disconnect between wisdom and leadership.

Wise leadership is dependent on the vision of a transformative leader.  We don’t have transformative leaders in Washington, in part because they are busier knocking each other down than explaining to us what they stand for and what they would do differently.

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Establishing a Futuristic Organizational Culture

June 22, 2011 Dr. Johnny Magwood - Guest Author

Scholars posit numerous differences between leaders and managers.  Leaders are facilitators of change; relish a proactive approach to launching new programs and initiatives, and reaching for the pinnacle of success.  Conversely, managers are grounded on getting the work completed through organizational structures and directing workers’ activities and duties (Dearstyne, 2003).  However, in the arena of records and information management (RIM) programs, the role and responsibility of leaders is always evolving.  Leaders in this environment are inundated with changes, opportunities, diverse clients and new demands, and limited resources (Dearstyne).  To achieve success in a RIM program setting, leaders must possess several traits: (1) optimal personality that typical workers can appreciate and witness wholesome honesty and integrity; (2) ability to see the big picture, while having the ability to get involved in functional work; (3) through strategic practices, influence and motivate workers to pursue a visionary idea; (4) ability to identify, attract, and retain the best worker talent and place them in the right jobs; (5) ability to recognize worker complacency and poor morale and convert such feelings into and promising sense of necessity; (6) understanding fluid customer demands and their relationship with good symmetrical information; (7) keenness to establish appropriate risk management programs and structures to manage the unanticipated; (8) desire to create shareholder value by growing, leveraging opportunities, and building on previous successes; (9) ability to establish and institutionalize appropriate performance measures and metrics, measuring input as well an output, and create a culture of continuous improvement; and (10) a drive and desire to raise the bar on operational performance (Dearstyne).

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