By Melody King
Recently I’ve attended a few industry conferences and they all have been chock-full of great information and what always seems to be a ‘hot topic’ are the industry apps.
So, after much trial and error, I’ve put together a list of some of the current apps that help you stay organized, connected and informed.
You can download these apps right to your smartphone or tablet and start using them right away.
Here is my list of Smart Apps for Smart Devices:
These additional apps are for video and photos – they are amazing at keeping your videos sharp and organized. Check them out and see which one is right for you.
Photo & Video
Event & Social Media
So, with my smart app list, you will be ready for any job that comes your way.
By Suzanne Lanctot
What do Alexander the Great, Alfred the Great and Catherine the Great all have in common? They were all considered to be great leaders – what made them great?
Alexander the Great had incredible success as a military commander, due to his bold strategy, his ability to vary his tactics, and the loyalty of his troops. He was described as perceptive, logical and shrewd. He had a great thirst for knowledge, a love for philosophy and was an avid leader. https://en.wikipedia.org/wiki/Alexander_the_Great. I’m sure having Aristotle himself as his personal mentor had its advantages.
Alfred the Great was described as open-minded, an advocate for education, and an exceptional listener. He had a reputation as an educated, knowledgeable and merciful man. He improved the legal system, military structure and the quality of life for his people. https://en.wikipedia.org/wiki/Alfred_the_Great
Catherine the Great had a reputation as a benefactor of the arts, literature, and education. Russia was revitalized under her reign and was recognized as one of the great powers of Europe. She was described as courageous, intelligent, logical, optimistic and ambitious. https://en.wikipedia.org/wiki/Catherine_the_Great
What qualities do they all have in common? Strategy, ambition, courage; knowledge and education; perception, logic; and the respect and admiration of the people around them.
In my life, I can recall a few leaders who really made a positive impact. And all of those leaders shared the following qualities:
Leadership is asking questions, building teams, building trust, and equipping others to lead. Leadership requires confidence, creativity, compassion, conviction, consistency, and the ability to influence others. BEING a leader is about building relationships and inspiring and engaging others.
In nonprofits and associations, we use the term servant leader, which “focuses primarily on the growth and well-being of people and the communities to which they belong.” https://www.greenleaf.org/what-is-servant-leadership/
A servant leader should have the following qualities:
Those of us privileged to serve in the nonprofit sector should strive to apply these qualities of leaders and servant leaders in our daily lives when dealing with family and friends, bosses and co-workers, colleagues, constituents and the general public.
We may not get the term “the great” behind our names, but we should strive to be “great” at what we do.
By Laurie Williams
I was at a conference a few years ago, and Brian Tracy was the Keynote speaker. Mr. Tracy spoke about frog eating.
His program started with this: Mark Twain once said that if the first thing you do each morning is to eat a live frog, you can go through the day with the satisfaction of knowing that that is probably the worst things that is going to happen to you all day long. Your “frog” is your biggest, most important task, the one you are most likely to procrastinate on if you don’t do something about it.
I have tried to practice this approach ever since I heard him speak. I say try because I am not always successful. Take this blog, for instance. I should have completed this a couple of weeks ago. Every morning I would come in and say to myself, write your blog first thing, eat that frog, and get it over with. Then I would look at email and let those smaller email items take over. I did that because I did not have a creative idea for a blog. If I had eaten that frog, looked around, thought about some of my client successes or issues, I could have come up with an idea. Instead, I willfully let myself get distracted. The distraction was not helpful, the blog got written late, I continued to be stressed out about it, my boss was not happy it was late, it has thrown the blog posting schedule off, and nothing was made better.
I am going to get back to eating frogs first thing in the morning because our goal here at SOS is to make things better, better for our clients, better for each other, and better for the community.
If you want to learn more about Mr. Tracy and why frog eating is important his website is here: https://www.briantracy.com/blog/time-management/the-truth-about-frogs/
A couple of other hints from Mr. Tracy:
Whew… this is now done, the frog is eaten, and I do feel better.
By Zach Ingallina
When building a board of directors in a for-profit business, you may tend to focus on investors, experienced chairmen or people who make meetings meaningful, and being significant value. It is not uncommon for board meetings to be dreaded, everyone fears long, drawn-out meetings with members bickering and grabs for power and control. Of course, not all boards suffer this same fate. “Boards are really at their best when they’re providing guidance and leadership and insight at a higher level,” president of the Center for Public Skills Training, Frank Martinelli states.
However, building a board of directors in the non-profit world has some significant differences. These board members are simply volunteers, which can make building a successful board daunting. So, we ask ourselves: how can we fill a board, without simply filling seats? Chris Grundner, a non-profit pioneer, perfectly aligns this question with Maslow’s hierarchy of needs. Often placed in a triangle, with our most fundamental human needs at the base, it begins with physiological needs like food and water. It’s followed by safety, social needs, esteem and finally self-actualization.
The parallel Grundner creates in the non-profit world starts with passion at its base. He explains passion is essential for board members to have but it isn’t everything; things like showing up and financial contributions form a good basis for how a board should be built but it’s not enough to bring your non-profit to the pinnacle of success. To build on the base of passion, Grundner’s next criteria is standards and best practices, things like understanding their role and their legal responsibilities and to build on that adding job descriptions and term limits for your members. If you make exceptions for your board, the team and the mission will suffer as a result. When moving forward, the next step would be to establish a diversity of skill sets to hear all perspectives. As we encroach the peak of the triangle, planning for future board generations becomes crucial to success in order to not lose momentum during turnover.
To sum this analogy up, Grundner uses three points: always raise the bar, hold the organization and its members responsible, and be all in for your organizations. Non-profits are the essence of social action and share the common mission of improving quality of life. We, as a society need them, so finding people that can help fill these needs is of great importance.