Month: May 2016

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Could Zika Cancel the Rio Games?

ZIKA-virus-symptoms

An international group of scientists says it should

More than 150 experienced scientists have signed a letter to the World Health Organization begging it to intervene and move or delay the 2016 Rio Olympic Games. The reason? Zika.

The letter cites a concern for global health as its primary reason:

The Brazilian strain of Zika virus harms health in ways that science has not observed before. An unnecessary risk is posed when 500,000 foreign tourists from all countries attend the Games, potentially acquire that strain, and return home to places where it can become endemic. Should that happen to poor, as-yet unaffected places (e.g., most of South Asia and Africa) the suffering can be great. It is unethical to run the risk, just for Games that could proceed anyway, if postponed and/or moved.

It also attacks the secretive “Memorandum of Understanding” between the International Olympic Committee and the WHO:

We are concerned that WHO is rejecting these alternatives because of a conflict of interest. Specifically, WHO entered into an official partnership with the International Olympic Committee, in a Memorandum of Understanding that remains secret.18 There is no good reason for WHO not to disclose this Memorandum of Understanding, as is standard practice for conflicts of interest. Not doing so casts doubt on WHO’s neutrality, for reasons described further in the Appendix.

You can find the full version of the letter, which goes into great detail both about the concerns held and proposed solutions, here.

“Too big to fail” has been proven a falsity on more than one occasion. With concerns being raised from around the world it’s important for everyone involved with the Rio Games to take an honest look at the situation.

The WHO did respond to the issues raised in a conversation with the BBC:

Dr Aylward, who heads the WHO’s emergency programme, told the BBC that it was already carrying out a risk-assessment programme “about this disease and the risks it poses both to individuals who get and those who might be subsequently exposed”.

In addition, he said, independent experts had reported to the WHO on the implications of the outbreak for travel and trade.

“Those are two of the exact measures that that group has asked for and that is exactly what is being done, and clearly we need to have better communicated that.”

Critics are absolutely going to see the results of that WHO risk assessment. If it comes across as honest, thorough, and shows little risk then many will be quieted. But, if there is a perception of less-than-honest evaluation, or proof continuing as planned could very well be ushering in a damaging epidemic, you can expect this issue to grow exponentially in a very short period of time.

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., an international crisis management consultancy, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is vice president for the firm, and also editor of its newsletter, Crisis Manager]

– See more at: https://staging.management.org/blogs/crisis-management/2016/05/09/insurance-against-cyber-bullies/#sthash.K4dVuihy.dpuf

 

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Communicating Educational Content

better ways to learn

How do you provide educational content? How do you know if it is valid and usable? The answer is by providing good communication.

How do you do that? What if there was, e.g., some technical knowledge that needed to be shared? Communicating and delivering that information can be challenging. Many learners attend networking sessions, seminars, etc. to gain the knowledge they need. But if you are within a company getting ready to show a new product, how do you begin?

Be proactive – be proactive to save time and effort by communicating to all stakeholders through a learning/teaching event.

Take the initiative – set up the learning/teaching for sharing the information, and actively seek others to assist in creating the session and to provide more ideas and feedback

Be creative – create a brand focused on the, e.g., particular product. When describing the event, mention the brand – make it consistent and apply it to as many examples as possible.

For the event:

  • Engage attendees by asking questions within the screen content to lead them to what they need to know; make it different and engaging. Also, be enthusiastic when speaking.
  • Provide incentives at the end of short blurbs, chapters, or content. For the handout or manual, include encouragement along the side bar, or display it in blue at the end of the content and say, e.g., ‘Yay that was awesome – you just finished learning how to xxxxx..using…’.
  • Use gaming activities to stay connected to the audience. To encourage attendees, create and include a puzzle or mini quiz to see if they grasp the main objective of the session. Another idea is to display a graph and have them try to find the focal point within the graph.
  • Give attendees what they want and need, i.e., make it relevant, but also make sure it makes sense to them.
  • Show simulations or transform the learning session into a story.

To prove that knowledge was transferred:

  • Have attendees work with someone within a group setting. Let one person create a scenario and have the other one come up with a solution using the new product and discuss the results.
  • Create teams and have them set up mini teaching sessions of the subject and see if the rest of the audience understands and enjoys it. Some may develop a video instead or a play, or maybe some will simply set up an email distribution for knowledge sharing. Have attendees decide which was the more practical solution or audience capturing interaction, memorable skit, or best game or user experience.

There are many ways in which to communicate knowledge. Any comments or criticisms received provide feedback and analytics to see if the knowledge was absorbed. This in turn will help in deciding which was the best method and/or alternative method for communicating educational content to a user. As an added note, don’t forget to look at which is the easiest to implement and which is most cost effective.

If you have had experience in this field or wish to add information, please leave a comment. Thank you.

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Develop Your Strategic Intuition

A hand playing chess

To become a master strategist, you must develop strategic intuition. Consider Warren Buffett’s genius for seeing investment gems lying unnoticed in a huge pool of possibilities…. Or Steve Jobs’ ability to intuit the features and qualities of technology that will bring magic to customers… Or Oprah Winfrey’s ability to discern what her viewers want to experience and learn about… In the end, wisdom on this scale cannot be gained through simple analytic tools or logic… intuition is a matter of knowing without knowing how you know.

Napoleon portrait

Biographers of Napoleon Bonaparte talk about his ability to size up a situation with a single coup d’oeil, (pronounced koo-DOY), meaning “a stroke of the eye” or “glance.” To become a master strategist, you must develop strategic intuition. Napoleon was so knowledgeable about his strategic situation—the enemy, the landscape, available technology, similar situations from the past—that he could understand and respond quickly to ever-changing circumstances.

The best decision-makers in chaotic “fog of war” conditions seem able to call on intuition – knowing what to do without knowing why or how they know. To study the dynamics of decision-making under pressure, Gary Klein lived with firefighters and other emergency or quick-response personnel. His objective was to understand how people make decisions in the most hectic of moments. In his book Sources of Power, he concludes that the keys to good spontaneous decision-making are entirely different than what matters when one ponders decisions with time available for analysis and deliberation.

For example, Klein tells the story of one fire captain who entered a burning house, got an odd feeling that something was amiss, and ordered his firefighters out of the structure just seconds before it collapsed. It turned out the source of the fire was in a basement that they did not know was there. Something about the situation just felt wrong to the captain, and he acted on his intuition, saving the lives of his men. According to Klein, intution is recognizing complex patterns “without knowing how we do the recognizing.”

Pattern recognition, by the way, is a key indicator of whether someone has begun to develop a “Zen” way of knowing about his or her field of expertise. Master chess players, for example, can take a cursory glance at the pieces configured on a chess board, turn around, and accurately recreate the placement of all the pieces on another board. The rest of us, at best, can remember where one or two pieces are placed. The difference is that the chess masters look at the board and see a pattern – a story – that they can hold in memory and recall later. To recreate the board, they simply put the pieces into place in order to tell the same story. This is the basis of intuition. While the word conveys a bit of magic or mysticism, psychologists say that intuitive knowledge is the result of repeated experience. The chess master has seen countless configurations on chess boards and gradually learns to see them as a whole experience, pattern of story. To the master, the pieces are just elements of something larger. In like manner, a quarterback who intuits where to find the open man or just seems to sense that it is time to get rid of the ball as he’s approached from behind, has achieved masters level pattern recognition.

Psychologist sometimes call the things that we know intuitively “tacit knowledge.” And we can only use language to speak about things that are “explicit.” Bill Snyder — author of books on knowledge management and communities of practice — says that “unless we can distinguish between tacit and explicit knowledge, we are likely to pay inordinate attention to explicit knowledge and underestimate the prevalence and value of tacit knowledge.”

Tacit knowledge refers to knowledge that one has but cannot explain. In corporate settings, we distinguish between codifiable knowledge that can be written down or documented in some way, and non-codifiable knowledge that you can only learn from experience. This kind of knowledge includes intuitions, values, and basic assumptions as well as “artistry” or Zen mastery. Explicit knowl­edge involves knowledge that can be explained and codified. For example, facts, theories, recipes, standards, and procedures are all examples of explicit knowledge. It is important to distinguish tacit and explicit knowledge because research indicates that more than half of the knowledge in organizations is tacit.”

How to Develop Strategic Intuition. As Malcolm Gladwell has shown in his book, Outliers, mastery of a field generally takes 10,000 hours of concentration in that knowledge domain. With time and practice, the individual begins learns to recognize patterns where others don’t and begin to recognize gaps in knowledge and begin to make new connections in order to solve or fill in these gaps. Warren Buffet certainly put the time in to gain his legendary intuition about the world of investments.

Gaining napoleon’s coup d’oeil – intuitive grasp of the competitive landscape – comes from a mix of aptitude and hard, diligent, and persistent work.

If you’d like to hone your own strategic thinking and deciding skills, please consider joining our workshop called “Learn Strategic Decision-Making at Gettysburg” to be held September 26-27, 2016. To learn more about it, check out our video below or visit our website, here: https://mark-rhodes-y43x.squarespace.com

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An “Immature” 30-Year-Old Ministry

Business meeting at a nonprofit organization

Before anyone gets insulted, a “mature” nonprofit has a strategic plan, a development plan and, even, a marketing plan. They have a budget and they know where the money is coming from to fund that budget. An “immature” nonprofit, on the other hand, doesn’t….

In a recent email, the writer said that she had been approached by a 30-year-old local ministry, a home for pregnant unwed mothers, where they can learn parenting skills and/or contemplate adoption. And, all who work for the home are self-funded “missionaries.”

That being said, the home is the greatest secret in our area because they are all over-worked, spread very thinly, and have no time to do much in the context of development — networking or building ongoing “giving” relationships. They are, obviously, in great need of someone to do donor relations/development/fundraising.

Currently they have 3 small fundraiser type events each year. They don’t even have a database to share their message, nor do they have the time to get the message out to potential donors or the community as a whole.

The writer further said: My family is personally invested in this ministry, as we adopted a child through them. Having said all that, they asked if I would consider helping them (raise money) for a percentage. I know enough to know that is not good practice. As much as I would love to volunteer to assist them, I cannot. Could you provide any creative thoughts or ideas of how I could help make this a win-win for everyone?
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First, to react to the hot-button issue, it’s not only not a good practice, it is considered unethical for anyone to be compensated with a percentage of funds that they raise.

And, as I’ve often written, (three small) fundraiser events (each year) are OK for new organizations … as they build their database of event participants and donors, but a 30-year-old organization should be more “mature” in their operations. Those nonprofits that live from hand to mouth never know when the mouth may become to big for the hand, and reliance on fundraising events puts an organization’s health/future at risk.

Addressing their need for fundraising, if they ever want to be able to provide service to more people, they will probably have to hirie a development staff person … who would be compensated by salary. That staff person would have to bring development experience and expertise to the job, as it’s likely that s/he will not get much help from the “missionaries.”

The “missionaries” (or some other volunteer) should invest some time to identify and establish relationships with potential major donors, donors who could provide initial funding for that staff person.

It’s a simple answer to what I am sure is a serious problem, but if the organization is to grow, or even just survive, an investment must be made.

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Have you heard about
The Fundraising Series of ebooks?
They’re easy to read, to the point, and inexpensive ($1.99-$4.99)
The ebook on “Major Gifts” would further address
the issues in this posting.

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Have a comment or a question about starting, evaluating
or expanding your fundraising program?
AskHank
=-=-=-=-=-=-=-=-=-=-=-=-=-=
We’ve been posting these pieces for the last five years,
and we welcome your questions/problems.
They are likely to engender further discussion.
Look forward to hearing from you.
Comments & Questions
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you’re reading this on-line, and would like to comment/expand on the above piece, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply.” If you’re reading this as an email, and you want to comment on the above piece, email Comments to offer your thoughts. Your comments, with appropriate attribution, could be the basis of a new posting.

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Top 5 Traits of Successful Social Enterprises

social-enterprise-traits

5 traits imageResearch shows that successful social enterprises often share common characteristics.

There are many theories why some social enterprises flourish while others languish. Is it leadership, business planning, funding, market or timing that makes a successful social enterprise?

Joining Vision and Action is dedicated to providing social enterprises, nonprofits and government agencies with the tools and resources they need to succeed, sustain and scale. We bring research and innovation to this work, which we call implementation science. This allows our team of experts to provide more effective and imaginative tools to increase community impact.

So we took a deep dive into the research into what makes for a successful social enterprise. We studied what works and what doesn’t, to help practitioners, leaders and funders gain research-backed perspectives on the common ingredients for success.

This blog provides several highlights from that research. A full description of the characteristics that make successful social enterprises, references, and a worksheet to apply them to your situation, is available here.

Buy-in from existing organization

If you are starting a social enterprise as part of an existing nonprofit, the board, executive director and other management must agree that operating a social enterprise would be beneficial to the organization. In addition, there needs to be a ringleader/champion responsible for the coordination, support and expertise in the social enterprise. This person should possess both the skills necessary to run an enterprise and the passion to carry the idea through to reality.

Active and Fluid Business Plan

Having a “road map” to follow is essential to the success of an enterprise. Starting with a business model canvas helps you develop your hypothesis surrounding the main areas of your business. Once you have tested that hypothesis, a business plan is useful–as long as it is ACTIVE and constantly updated as you begin piloting your project. Successful social enterprises are able to strike a healthy balance between planning and practice.

Use of Data to Drive Decision-making

It is becoming increasingly important for social enterprises to demonstrate their impact; having accurate data available is critical for decision-making. Successful social enterprises have a “dashboard” to provide key stakeholders with the right data to inform good decision making. Once that information is in hand, it’s important that it actually gets put to use; organizations must be willing to self-correct if the data points in a new direction.

Specialized Niche/Competitive Advantage

Market demand is a major determinant to the success of any enterprise. If the product or service created is not meeting a need, the enterprise will not be financially profitable. The product or service must have a unique quality that separates it from competitors, as well as a strong identity that allows it to stand out in the marketplace.

Ability to Adapt to Change

The culture of a startup is constantly shifting as the organization grows. Furthermore, even established social enterprises must continuously change to adapt to the broader market. Learning how to manage organizational change is a key to longevity.

The research shows that these five characteristics are among the most important ones to focus on in developing or expanding a social enterprise.

Do you want to see your nonprofit develop its own source of unrestricted income? Are you starting a new business to change the world? Do you feel passionate about a cause but unsure how to make a sustainable impact?

Whether you’re part of an established organization or founding a startup, whether you’re representing a nonprofit or an LLC, the Mission, Inc. Basecamp will show you how to align people, planet and profit in the creation of a successful enterprise.

The Basecamp is an intensive five-day training, developed as a collaboration between JVA and the authors of Mission, Inc.: The Practitioner’s Guide to Social Enterprise. Combining engaging, interactive facilitation with practical, on-the-ground advice from experienced social enterprise leaders, the Mission, Inc. Basecamp will equip you with essential tools and strategies for success in your social enterprise. Held twice a year in Denver. To register, click here.

Rolfe Larson — Rolfe@JoiningVisionAndAction.com JoiningVisionAndAction.com

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Are Your Things Putting You At Risk?

Connectivity comes at a price

There’s a clear trend towards connecting just about everything to the internet. It makes things more convenient, it makes devices of all kinds more dynamic, and people just plain like it. But, with those positives come risks as well.

As with anything that has internet connectivity, your connected “things” can be hacked. And if that possibility exists, someone will find a way to use it for malicious means.

Learn more about the dangers the “Internet of Things” is creating in this Symantec infographic:

risk of things infographic symantec

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., an international crisis management consultancy, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is vice president for the firm, and also editor of its newsletter, Crisis Manager]

– See more at: https://staging.management.org/blogs/crisis-management/2016/05/09/insurance-against-cyber-bullies/#sthash.WmbWUSBC.dpuf

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Another New Nonprofit…

Two women having a discussion about their nonprofit organization

…that wants other people to fund their good idea !!

The email said: “We have started a NPO with the premise of completing a project to support a religious group. The project is a book we plan to market, with the profits going to that group. Our team consists of experts to write, design, produce and market the book, but we do not have any depth in fundraising.

This is a side project. We each have families to support, and we do not have the funds needed to get lift off.

All the articles we have read warn (against having a) fundraiser working on commission. No doubt we are not alone with our dilemma. What suggestions might you offer to help? Cost to get to production is $50K. Total cost, including marketing, is $250K.


This is a project at the point of now obtaining the funds from donors, investors, etc., so that this project can then be turned a finished product for sale. We have a prototype as part if our presentation.
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Not knowing the details of the situation, and whether the NPO is a 501(c)(3), I can only observe that a large percentage of new nonprofits fail because the people who start them don’t/can’t obtain and/or commit the funds needed.

A nonprofit organization is not a hobby. It takes serious commitment to do what needs to be done to survive/succeed. Just having a good idea and/or wanting to help is not enough. And, “if the people who have the idea aren’t willing or can’t support it, why should/would anyone else?”

And, a basic concept of fundraising is that people give to satisfy their own needs. If those needs coincide with those of the NPO, all the better, but that’s not always the case.

From what you said, it seems that the “book” itself could be a vehicle for raising money. What if there was a list, at the front of the book, of those who made it possible — the “major donors.”

And, rather than go into a discussion of what is a major gift and how to go about obtaining such (and at the risk of sounding self-serving), I suggest that “The Fundraising Series” of ebooks might help you clarify your thinking about raising money — one book in particular, “Major Gifts,” might help you determine the best direction for your fundraising efforts. (See the link below.)

I also remark upon the “lumping together” of investors and donors. The former expect a financial return on their money, the latter, shouldn’t….

=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you heard about
The Fundraising Series of ebooks?
They’re easy to read, to the point, and inexpensive ($1.99-$4.99)

=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have a comment or a question about starting, evaluating
or expanding your fundraising program?
AskHank
=-=-=-=-=-=-=-=-=-=-=-=-=-=
We’ve been posting these pieces for the last five years,
and we welcome your questions/problems.
They are likely to engender further discussion.
Look forward to hearing from you.
Comments & Questions
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you’re reading this on-line, and would like to comment/expand on the above piece, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply.” If you’re reading this as an email, and you want to comment on the above piece, email Comments to offer your thoughts. Your comments, with appropriate attribution, could be the basis of a new posting.

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Save Time and Money

Desk clock beside a note and black pen on a table

video speed controller Chrome extension FREE

FREE Video Speed Controller for Chrome

Have you ever watched a video playback, feeling frustrated with the slow pace and your inability to move it forward? Well, if you’re a Chrome user, now you can grab this FREE HTML5 video speed controller (only for Google Chrome) and enjoy your new video speed control!

Many video viewers report that accelerated viewing keeps their attention longer: faster delivery keeps the viewer more engaged with the content. In fact, with a little training many end up watching videos at 2x+ the recorded speed. Some studies report that after being exposed to accelerated playback, listeners become uncomfortable if they are forced to return to normal rate of presentation.

The science of accelerated playback

Faster playback translates to quick progress, better engagement and retention. Average adult reads prose text at 250 to 300 words per minute (wpm). By contrast, the average rate of speech for English speakers is ~150 wpm, with slide presentations often closer to 100 wpm. As a result, when given the choice, many viewers speed up video playback to ~1.3~1.5 its recorded rate to compensate for the difference.

Faster HTML5 Video

HTML5 video provides a native API to accelerate playback of any video. The problem is, many players either hide, or limit this functionality. For best results playback speed adjustments should be easy and frequent to match the pace and content being covered: we don’t read at a fixed speed, and similarly, we need an easy way to accelerate the video, slow it down, and quickly rewind the last point to listen to it a few more times.

Install this Chrome Extension

Once the extension is installed, simply navigate to any page that offers HTML5 video (example), and you’ll see a speed indicator in top left corner. Hover over the indicator to reveal the controls to accelerate, slowdown, and quickly rewind or advance the video. Or, even better, simply use your keyboard:

  • S – decrease playback speed.
  • D – increase playback speed.
  • R – reset playback speed.
  • Z – rewind video by 10 seconds.
  • X – advance video by 10 seconds.

Note that you can customize these shortcuts in the extension settings page. Also, a few tips for enabling and forcing HTML5 video:

  • YouTube: make sure you enable the HTML5 opt-in experiment.
  • If you’re adventurous, try disabling the Flash plugin in Chrome in chrome://plugins/
  • If viewing a video on Wistia, right click to switch to HTML5 video, refresh the page, and the controls will appear.

FAQ

The video controls are not showing up? This extension is only compatible with HTML5 video. If you don’t see the controls showing up, chances are you are viewing a Flash video. If you want to confirm, try right-clicking on the video and inspect the menu: if it mentions flash, then that’s the issue. That said, most sites will fallback to HTML5 if they detect that Flash it not available. You can try manually disabling Flash plugin in Chrome:

  • In a new tab, navigate to chrome://plugins
  • Disable “Adobe Flash Player”
  • Restart your browser and try playing your video again

The speed controls are not showing up for local videos? To enable playback of local media (e.g. File > Open File), you need to grant additional permissions to the extension.

  • In a new tab, navigate to chrome://extensions
  • Find “Video Speed Controller” extension in the list and enable “Allow access to file URLs”
  • Open a new tab and try opening a local file, the controls should show up

This simple and convenient tool will save you time and money. Similar paid tools cost about $30 and don’t offer significant advantages. Feel free to share this link on your Facebook timeline or send to your friends via email!

For more resources, see the Free Management Library topic: Marketing and Social Media.

.. _____ ..

About Lisa M. Chapman:

Lisa Chapman helps company leaders define, plan and achieve their goals, both online and offline. After 25+ years as an entrepreneur, she is now a business and marketing consultant, business planning consultant and social media consultant. Online, she works with clients to establish and enhance their online brand, attract their target market, engage them in meaningful social media conversations, and convert online traffic into revenues. Email: Lisa (at) LisaChapman (dot) com. Her book, The WebPowered Entrepreneur – A Step-by-Step Guide is available at:

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No Problem…and Other Negative Expressions to Avoid

Upset employee screaming in an office room

How often have you heard the following phrases?

stressNo problem

I can’t do that

You’ll have to

I’m not going to discuss that

I’m not going to take up your time

I’m not going to go into detail

That will never work

It’s a good idea, but

It is so easy to fall into the habit of using negative expressions, or to say what you aren’t going to do. The problem is people would rather hear positives, and even remember them better. Using positive expressions helps you to be seen as a team player, a problem-solver, a go-to person. So let’s try turning these expressions into something more positive.

Better:

My pleasure, or you’re welcome

What I can do is, or let’s see what we can do

Would you, or would you mind

Here is what I can say

I will make this brief

I will provide a brief overview, or I will stay high-level

Let’s see how we can make this work

It’s a good idea, and…

Next time you hear one of these or other negative expressions, see if you can discover a more positive way to say it. And then try using positive expressions as often as you can.

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Insurance Against Cyber Bullies

A-girl-being-cyber-bullied

As this issue gains recognition, new services arise

Insurance giant Chubb’s new offering of cyber bullying coverage for its homeowners insurance clients is a sign of the times, as more and more the issue is being recognized as a significant, and often financially harmful, problem.

Reuters reports on the coverage:

Up to 40 percent of adult Internet users are dealing with this issue, according to 2014 Pew Research Center data. Chubb’s coverage is included in the company’s Family Protection policy, which costs around $70 a year. It covers up to $60,000 in compensation to clients and their families to pay for services including psychological counseling, lost salary and, in extreme cases, public relations assistance.

Having helped clients mitigate damage caused by cyber bullying to their reputation and finances , we are glad to see insurance providers enabling victims to recover without taking the full burden of the expense on their own.

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For more resources, see the Free Management Library topic: Crisis Management
——————————-

[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., an international crisis management consultancy, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is vice president for the firm, and also editor of its newsletter, Crisis Manager]

– See more at: https://staging.management.org/blogs/crisis-management/2016/04/29/is-your-online-reputation-getting-the-attention-it-deserves/#sthash.CETsWM7D.dpuf