Alyceum

Igniting Leaders, Inspiring Revolutions

Header Right

Main navigation

Communication

3 things I learnt at TEDxPerth

by

 

W hat comes to mind when you hear the word philanthropy? Who do you think of? Bill Gates, Oprah or even Andrew Forrest? What do all these people have in common? Yes they are all very wealthy, very well known business leaders. Without a doubt, their giving is inspiring…but it can also make you feel that only certain people can be a philanthropist. What if I told you that you didn’t have to be rich and famous to be a philanthropist?

 

Thanks to Carol Cole Photography

This was the beginning of my TEDxPerth talk on the 11th November in front of 1500 people at the Perth Concert Hall.  I spoke about the power that everyone has to be a philanthropist.  If you want to hear more about philanthropy, network with some exceptional leaders and enjoy a fabulous night, I really encourage you to attend the 100 Women Gala night on this Wednesday.  Come discover a different way to be a philanthropist!

The process of presenting at TEDxPerth reminded me of three very important ideas about leadership.

 

1. Feel the fear and do it anyway

Everyone feels fear, nerves and anxiety and it takes courage to put yourself out there and try new things. How often do we truly put ourselves in the position to stretch, be challenged and grow?  Get comfort with the uncomfortable and watch your learning skyrocket.  What unfamiliar situations can you put yourself in to broaden your knowledge and skills?  For me it’s about moving out of my own ego about what others might think of me and into a mindset of service – how can I serve this audience in the best way possible.

Situations: What are you challenging yourself to do next?

 

2. It takes a village

Leadership is not an individual sport. The support I received from a whole range of people to help me present for 11 – 12 minutes was massive.  Quite simply, I couldn’t have done it without them.  From the TEDxPerth team to my own family, friends and colleagues, the people you surround yourself with make a huge difference.  It makes me utterly grateful for the support networks that I have and a reminder to keep fostering the relationships around you.

Support: Who is your support network?

 

3. Ideas and Action

The process of distilling an idea into 11 – 12 minutes is a challenging yet rewarding journey.  What is the essence of this idea? How will I communicate this? What are my strengths in communicating this? What is absolutely necessary to the message and what can I cut?  Communication of ideas is a key part of the role of a leader.

For me personally, it’s not just about the ideas but the action too.  An idea is just a dream until you put it into action.  The revolutionaries are those who put ideas into action.

Significance: How are you acting on your ideas?

Thank you for all your support!

25 questions to improve your emotional intelligence

by

There is a lot of talk about the governance experience required by board directors to fulfil their duties on a board. What is talked about less so but is becoming more and more important is the ability for board directors to be emotionally intelligent in the boardroom.

Exceptional board directors lead with humility, respect, have the awareness of the impact they have on those around them and know when to speak and when to listen.

Need a reminder about what EQ is all about?  Emotional intelligence is described by Perter Salovey and John D. Mayer as:

The ability to monitor one’s own and others’ feelings and emotions, to discriminate amongst them and to use this information to guide one’s thinking and actions.

Daniel Goleman in his book Emotional Intelligence: Why It Can Matter More than IQ, he classifies emotional intelligence into five domains:

Self Awareness: Knowledge of your states, preferences, resources and intuitions.
Self Regulation: Management of your states, impulses and resources.
Motivation: Emotional tendencies that guide or facilitate reaching goals.
Empathy: Awareness of others’ feelings, needs and concerns.
Social Skills: Adeptness at inducing desirable responses in others.

Here are some reflective questions to ask yourself to develop your emotional intelligence as a board director or team member.

Self Awareness

1.  Honestly do you know the strengths and weaknesses you bring to the boardroom?
2.  How do you define yourself? Are these self perceptions accurate? How do you test these?
3.  Do you listen and seek opportunity to understand how others perceive your strengths and weaknesses?
4.  What are your personal values and are they aligned with the organisation you serve?
5. Do you rate yourself as a continual learner? Would others have the same view?
6. Do you act with humility rather than arrogance?

Self Regulation

7.  Are you respectful in your language and actions to your fellow board directors, staff and stakeholders?
8.  Are you able to keep calm during conversations?
9.  Do you listen openly to other’s points of view?
10.  Do you notice when you’re frustrated during conversations?

Motivation

11.  Do you truly understand what motivates you to serve on a NFP board or in your work team?
12. Do you serve the long term interests of the organisation rather than your own concerns or short term objectives?
13. Do you act from a place of authenticity?
14. Are you self motivated to serve on a board or at work?
15. Do you set and aim to reach goals personally and as a collective on the board?

Empathy

16. Do you put yourself in the shoes of the people you serve?
17.  Do you understand the values, strengths and goals of your fellow board directors or team mates?
18.  Do you share the workload equally on the board?
19.  Are you willing to see how others perceive situations and decisions to be made?
20. Do you work hard to be trustworthy?

Social Skills

21. Do you commit to working respectfully with your fellow board directors?
22. Do you reach other to develop a strong relationship with your fellow board directors?
23.  Do you make time to have conversations outside of the boardroom to deepen your relationship with your fellow board members?
24. Are we committed to working as equals in the boardroom?
25. Do you act with a positive attitude?

Emotional intelligence is a critical component of an effective board. Are you actively cultivating the skills of emotional intelligence?

 

Save

Save

Age diversity on local council

by

There is no denying it.  We are in desperate need of more diversity on Local Councils –  age, gender, culture, education and industry.  We need people like you to consider running!  With Local Council Elections looming next month, NOW is the time to nominate yourself for your own Local Council.

Who wouldn’t want to have their say in developing their own local community?

Here are two shining examples of young, creative professionals who have put themselves forward for Council, hopefully giving you the inspiration and encouragement to put your name forward too!

Meet Rhys Williams who is running for Mayor of Mandurah

Rhys is no stranger to Local Government having served previously as a Local Councillor, leading a key community organisation in the area and serving on a number of community organisation boards.

Why did you get involved in Local Council?

Initially, I probably got involved not really knowing what I was getting myself into, but it was driven by this idea that if communities are going to reflect the needs of the people who live within them, then the decision making has to reflect the people who live within them.
Diversity in our Councils is a key part of ensuring we have strong communities, so it is important that a cross section of people sit in the Council chamber.

 

Can you give me a snapshot of the decisions/activities are you involved with as a Local Councillor?

I was 21 when I was elected to Council, and knew little of the ways of Local Government. I think in some ways this, eventually, was an asset because I didn’t go into it with a jaded view of things.
I worked hard first the first two years on just trying to learn as much as I could across a really broad range of portfolios. This made all the difference.  I think because it gave me an opportunity to arrive at my areas of passion from a wide view.
 
I found my place in the community development and sustainability areas of Council and spent my time working to really identify new ways of approaching how we build strong and sustainable communities.  Some of the stuff we came up with worked, some of it didn’t, but it was a privilege to be part of it, and I learnt a heap along the way.

 

What’s your three top strategies to get elected onto Local Council?

1. Don’t be someone that you aren’t. I think the problem with politics today is a lack of authenticity.  Just be you.  People have great BS metres!
 
2.  Don’t tell everyone what you think they want to hear.  Go out and listen to people, really gain insight, and try to understand the lens in which they see the world.  I think that line ‘people don’t care how much you know until they know how much you care’ is worth keeping in mind.
3.  Contact people who you admire and ask them for help.  None of us have all the answers, and by asking for help we not only benefit from the wisdom of others but also build our support networks along the way.

 

You can find out more about Rhys’ campaign here and if you’re based in Mandurah – send a vote his way!

 

Meet Jennifer Ammons Noble,

Local Councillor for the Town of Victoria Park

Why did you get involved in Local Council?

I got involved in local council because I really love the community I have lived in for the last fifteen years, and I wanted to be more involved in shaping what the Town would be like in the future. When I started my family I spent more time at home in ‘hood and at the local parks talking to other community members. I realised how much our community was changing, and gaining momentum as a diverse, connected inner city suburb. I saw being on Council as a type of community service –a chance to help shape our future community in a positive way and a way that I could give back to the neighbourhood that I enjoyed living in everyday.

Can you give me a snapshot of the decisions/activities are you involved with as a Local Councillor?

Probably one of the most interesting processes I have been involved in to date was our community’s development of the strategic community plan. It’s a synthesis of extensive, authentic dialogue with the community and sets out the long-term, big picture aspirations and priorities for the community into the next decade.

I find there are a surprisingly wide range of decisions/types of work that local government deals with –everything from policy on things like sponsorships and leases, to looking at strategies for revenue diversification, ways to support community groups, planning issues, events and activations.

What’s your three top strategies to get elected onto Local Council?

I’m not sure I have any top strategies for being elected to Council. For me having conversations with residents and stakeholders who were positive and active in the community was probably the most helpful. Keeping a dialogue with those individuals who are genuinely interested-in and invested-in growing community was and is still incredibly beneficial to helping me better understand my community.

Jennifer is not up for re-election next month.

 

Does this interest you?

You can check out this webinar recording about the role of a Local Councillor here.

OR get nominating here!

Of course, if you’re keen to serve on a Not for Profit but not sure which one or how, check out the Board Ignition online course.

 

10 questions to ask before joining a NFP board

by

I know, I know, you’re eager to join a NFP board.

But before you say ‘yes’ straight away to the board that’s just offered you a position, have you done your due diligence?

What is due diligence?

The dictionary definitions go something like…
• Action that is considered reasonable for people to be expected to take in order to keep themselves, others or property safe.
• The details examination of a company and it’s financial records, done before becoming involved in a business arrangement with it.

You must ascertain whether the board role is going to be a great decision for you, the board and the organisation. Accepting a board role is a long term commitment so ensure you understand the expectations, role and people so it’s a good fit for you.

Here are 10 questions to ask a prospective board to help you understand whether the board position is a right fit for you.

Ready for it? Here we go.

1. What are you looking for in a director?

Does your knowledge, skills, networks and time available fit with what the board is looking for? You want to make sure this is a long term commitment and confirm you are not only a good match, but the perfect one!

2. What’s the commitment expected?

A board will have Terms of Reference or Board Charter which defines the roles, responsibilities and processes of the board. This might be a good place to start researching and ask any questions you may have. You may also want to see a copy of the constitution too. Think about the time involved, meetings and preparation, any networking or fundraising you need to commit to and get a sense of the annual cycle of activities.

3. Tell me about the current directors – what are their roles? How long have they been on the board?

You want to get a good sense of the culture of the board. Are the current board directors active, interested and involved? Do they turn up on time and prepared for the meeting? Are they open to new ideas? Are they people you respect and maybe even admire? You will be working pretty closely with your fellow board directors so check them out and make sure it’s a good fit.

4. Does the organisation have a strong vision for the future and a strategy to achieve it?

Does the organisation know where it’s headed? Does it have a clear picture of where it wants to be in 1, 5 or 10 years time? What’s the current strategy to get there? You may also want to see the minutes of previous meetings to see if the discussions at meetings are aligned with the organisation’s vision and strategy.

5. What’s the current financial position of the organisation?

You will want to see the financial statements to see the financial health of the organisation. You want to make sure the organisation is solvent, has stable income streams and a clear budget, and have processes in place to review the financials regularly. You may also want to confirm what checks and balances are in place to ensure the validity of the information that is being reported to you as a board director.

6. Does the organisation have the appropriate insurances?

This can include insurance for the organisation as well as insurance to cover you as a director including Directors liability insurance, professional indemnity or fraud insurance. Confirm what levels of insurance is offered to board directors and if you must contribute to helping pay for it.

7. What’s the relationship between board directors and their stakeholders?

Organisation employees, politicians, funding bodies and end users – there are many types of relationships that board directors might have with the stakeholders of the organisation. Who are the stakeholders and what are the expectations of each of these relationships?

8. What’s the induction process for new board directors?

Ok, so you’re getting closer to making a decision, what’s the next steps look like? You will want access to all the board documentation, meet the staff and perhaps tour the facilities. If you’re a younger or less experienced director, you may want to be teamed up with a board mentor if possible to debrief board meetings to help expedite your learning journey.

9. Is there an evaluation process in place?

How do board directors evaluate their own performance and as a team? Is there a culture of learning and improvement? To be honest, some organisations might not have this in place, but it might be a great point to highlight in your discussions with them.

10. What resources are there to support me as a board director?

Training – formal or informal, ongoing mentoring, staff support or an honorarium may be offered to support board directors in their role. It’s a good idea to know what support is offered from the start and how it can be best used to support you in the role.

What other questions could you ask?

This list is a good starting point and definitely not an exhaustive list. You may have other questions depending on the organisation or the role. The point is not to take on a board role lightly, take your time and consider if it’s right for you. This will benefit you and the board in the long run.

Now over to you: Does it seem like the organisation is a fit? What are your thoughts? I’d love to hear them!

Launching #1000youngdirectors

by

What is the #1000youngdirectors campaign?

The #1000youngdirectors campaign aims to ignite 1000 young directors onto community boards to increase diversity, support succession planning and improve our local communities through better discussions, decisions and outcomes on boards.

We believe when a variety of perspectives are included around the boardroom – everyone wins.  More robust discussions happen, the community is represented better and generations work together for the betterment of society.

The question is not why would you involve a young professional under 40 on your NFP board.  The real question is why wouldn’t you?

Why do we need more diversity on boards?

Research undoubtedly shows that diversity improves financial performance, innovation, reputation and decision making.  This occurs when a wide range of perspectives are taken into consideration¹.  This means including diverse perspectives is not only the right thing to do morally, it’s also good business sense!

What is the current diversity on boards?

  • 57% of Board members on ASX200 Boards are over the age of 60²
  • only 23.4% of ASX200 Boards have female representation³
  • 3.2% of Board members onASX200 Boards are from an Asian cultural background4

Is it any better on NFP Boards? 

The respondents of the AICD’s 2016 NFP Governance and Performance study included:

  • 61% male and 39% female
  • 7% under 40, 18% between 40 – 49, 40% between 50 – 59 and 35% over 60

So yes, there is work to be done!

Igniting 1000 more young directors (under the age of 40) on community boards is a MASSIVE goal.  So here’s how we want to support change!

What can you expect?

  • Young Board Director Profiles – #1000youngdirectors

You can’t be what you can’t see!

Each Wednesday (starting tomorrow!), Alyceum will profile impressive young board directors from around Australia.  We have an incredible list of young board directors to share with you already.  You will find them on our Facebook page and Linkedin page.  If you would like to be included in this series or know someone who should be profiled, complete the form at the end of this post.

Please use the hashtag #1000youngdirectors to share wins, add resources and promote the young board director profiles!

  • Tools and Resources

Learning the ropes!

We will be blogging tools and resources and hosting online webinars here to help you get onto community boards.  Discover what it means to be a board director, what the role involves, how to find a board position and more!  You may want to sign up to our mailing list!

  • Register for the Board Ignition Online Course

Fast track your board journey here!

Alyceum has created an exciting online resource for young professionals (or anyone!) who are keen to get their first community board appointment.  We have a very special pre-order offer during our launch month – June 2017.  So if you’re keen, this is the course for you!

  • Buy the Difference Makers Book PackDifference Makers Book

Discuss the benefits of diversity on your board

Alicia Curtis along with Dr Nicky Howe have written a practical board guide for championing diversity called Difference Makers: A Leader’s Guide to Championing Diversity on Boards.  As part of this campaign, we are promoting a Board Book Pack of 10 books for your board directors for $240.  This is a 20% discount on the retail price of $29.95 each plus we will ship to you for free!   Order your Board Book Pack here.

Share about this campaign

Involve your workplace or community board by downloading and sharing the following posters:

About the Campaign

About the Business Case for Diversity

About the Board Ignition Online Course

About the Difference Makers Book

 

Be Profiled

If you’re under 40 years old and on a community board, add your details here to be profiled in this campaign.   Please like our social media pages too (our Facebook page and Linkedin page).

#1000youngdirectors campaign

Join and support the #1000youngdirectors campaign to promote and recognise age diversity on boards.

 

¹Howe, N.J and Curtis, A (2016) Difference Makers: A Leaders Guide to Championing Diversity on Boards, pp 25-29

2 http://www.corrs.com.au/news/asx-200-Boards-are-getting-younger/

3 http://www.companydirectors.com.au/director-resource-centre/governance-and-director-issues/Board-diversity/30-per-cent-by-2018

4 http://www.afr.com/leadership/management/hiring/smaller-asx-listed-companies-are-letting-the-side-down-on-diversity-20160405-gnyhyl