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  • April 04, 2018 12:41 PM | Anonymous

    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:

    • If You Have To Eat Two Frogs, Eat The Ugliest One First
    • If You Have To Eat A Live Frog At All, It Doesn’t Pay To Sit And Look At It For Very Long

    Whew… this is now done, the frog is eaten, and I do feel better.


  • December 01, 2017 3:31 PM | Anonymous

    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.


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