Contents of the book:
Acknowledgements p. 7
Dedication p. 8
About the author p. 10
Foreword by Professor Linda Cooper – University of Cape Town p. 12
Some thoughts and accompanying questions by James Taylor p. 13
Comments from other leaders’ p. 14
Introduction p. 16
What this book aims to achieve p. 21
PART 1: UNDERSTANDING WHAT LEADERSHIP AND MANAGEMENT IS
A: The struggle of leadership and management
1. Elements of effective and authentic leadership p. 24
2. What is management? P. 25
3. The differences between leadership and management p. 28
4. Leadership and eldership p. 29
5. The final test p. 30
6. The 5 different levels of leadership and implications for organizational practice p. 30
7. Leadership and unconscious use of rank p. 31
What effective leaders practice:
1. Beware of your shadow p. 32
2. Power + Privilege – Privacy p. 33
3. Combat hero worshipping p. 34
4. Pay attention to invisible leadership – what most leaders don’t know! p. 35
5. Image vs. True Identity – towards leadership integrity p. 35
6. Task-based vs. emotional based relationships p. 36
7. Happiness is an inside job p. 37
8. Be brave – fire yourself! p. 38
9. The organization is not your life! p. 40
10. Why you must work yourself out of your job! p. 40
11. Effective leaders are self-made p. 44
12. Effective leaders are also effective followers p. 44
13. Effective leaders suffer for their organizations! p. 46
14. Questions for reflection p. 48
PART 2: THE CHALLENGES OF LEADERSHIP AND MANAGEMENT
1. So, what is organization? p. 51
2. The elements of organizational life – so, what is the organization all about? p. 54
3. Leadership and ambiguity in NGO’s p. 57
4. Leadership polarities – towards a model of organizational leadership p. 62
5. Stages of organizational development – where is your organization right now? p. 63
6. A diagnostic map of organizations in the three phases p. 64
7. Mediating natural tension (the no-go theory) – what every leader should know! p. 65
8. Policies – Profits – People: Why NPO’s are so unique? p. 70
9. Questions for reflection p. 72
PART 3: ESSENTIAL LEADERSHIP SKILLS
1. Problem solving p. 75
2. A model of problem-solving p. 76
3. Effective decision making p. 77
4. Effective communication p. 79
5. Effective listening p. 82
6. Effective delegation p. 84
7. Effective meeting management p. 86
8. Effective team building p. 89
9. Effective conflict transformation p. 100
10. Effective people development – the do’s and the don’ts p. 103
11. Understanding change with staff and volunteers p. 107
12. Effective people development – why good manners are important p. 109
13. So, how much should I earn? Determining salary scales in NPO’s p. 109
14. Effective report writing p. 111
15. Effective work plan design and management p. 113
16. Questions for reflection p. 117
PART 4: IMPORTANT LEADERSHIP RESPONSIBILITIES
A: Mobilising resources to achieve strategic objectives:
Professional fundraising: Let us get rid of illusions p. 121
1. Why professional fundraising? Some current donor trends p. 123
2. From professional fundraising to fund development to resourcemobilisation p. 124
3. The 8 basic principles of fundraising p. 1 25
4. The self-test: are you prepared to fund yourself? p. 127
5. The planning cycle p. 128
6. Various donor markets p. 130
7. Why people give? p. 132
8. Effective donor management p. 133
9. Effective strategic communication and donor acquisition p. 135
10. Let us look at organizational sustainability p. 137
11. Ideas for financial sustainability p. 141
12. Some ideas of how to contact potential donors p. 142
13. There is no such thing as a regret letter p. 144
14. Writing the winning proposal p. 145
15. The funding enquiry p. 155
16. Using fundraising consultants p. 156
17. Identifying “good” and “bad” donors p. 156
18. Identifying “good” and “bad” recipients p. 158
19. Why donors and recipients are equals p. 159
B: Relationship responsibility towards your client base (staff, volunteers, board, beneficiaries, donors, consultants)
1. Once again, let us get rid of illusions! p. 160
2. So, what is relationship responsibility? p. 161
3. Taking relationship responsibility – the four stages p. 161
4. How to relate to your various constituents p. 163
C: Getting your board on board!
1. Your board is not a necessary evil! p. 165
2. Some common board challenges p. 165
3. Why we need boards p. 165
4. The 3 different levels of board involvement p. 167
5. Recruiting the right board members p. 168
6. How to find the skills that you need p. 170
7. How to keep your board on board p. 170
8. Where and how to find the right board members p. 171
9. The process of recruitment and selection p. 171
10. The induction process – what many NPO’s fail to do! p. 172
11. A board must support its director p. 172
12. Roles and responsibilities of board and management p. 174
D: Strategic planning – dealing with organizational change
1. How to deal with organizational change p. 176
2. The wrong approach p. 177
3. So, what is strategic planning? p. 178
4. The organizational fit model – putting your organization on trial p. 179
4. Strategic planning and its advantages p. 180
5. Components of a strategic plan p. 181
6. Some lessons from experience p. 187
7. Questions for reflection p. 188
PART 5: PERSONAL LEADERSHIP AND SELF DEVELOPMENT
A: Leadership and effective money management - how to start living to
work and not working to live!
1. The three types of persons using money p. 190
2. A problem of lifestyle p. 191
3. The external environment p. 191
4. The non-profit environment p. 191
5. How society is organised p. 192
6. How do you relate to money ? p. 193
7. Some rules about the use of money p. 194
8. Some principles underlying the budgeting process p. 195
9. Understanding your sources of income p. 199
10. Disruptive elements that can affect your budget p. 199
11. What your personal budget should look like p. 200
12. A poem about money p. 201
B: PERSONAL LEADERSHIP AND THE OBSTACLES TO SELF-MANAGEMENT
1. Moving towards self-awareness and awareness about your world p. 204
2. Don’t become a victim of mental death p. 205
3. Six ways to expand your influence p. 207
4. Dream with your feet on the ground p. 211
5. Learn to balance your life p. 214
6. The two streams of self development p. 218
7. Discover your hidden potential – Johari’s window p. 221
8. Learn to understand yourself better p. 222
9. Your life plan – so what do you want to be remembered for? p. 225
10. Some guidelines for self-management p. 226
11. Burn-out and stress – a brief perspective from experience p. 229
12. Some self-development tips for everyday life p. 230
13. Are you prepared to die before you are fully born? p. 231
SOME OBSERVATIONS FROM THE FIELD OF PRACTICE
1. Collective weaknesses of the sector p. 233
2. Empowerment is a myth p. 233
3. Beware of the Bush-Blair-Bin Laden dynamic in your organization p. 235
4. Towards more organizational conscious consciousness p. 236
5. Why organizational problems are always personalised p. 237
6. Development consultants must build leadership confidence p. 237
7. Towards a deep democracy p. 239
8. Why NPO’s must stop behaving like beggars p. 238
9. From global understanding to local action to global standards p. 239
9. How human society is put on trial – the three struggles p. 240
10. Balancing national with global interests p. 242
11. The fourth struggle – a struggle for new meaning and true spirituality p. 242
12. South Africa today – was it half a loaf and half a baby? p. 245
13. Removing the mask – why integration and transformation not
assimilation and reform p. 247
14. Conclusion: so what will you do tomorrow morning? p. 248
15 Questions for reflection p. 252
Bibliography p. 253
Appendixes: - Some inspiring poems p. 268
Dedication p. 8
About the author p. 10
Foreword by Professor Linda Cooper – University of Cape Town p. 12
Some thoughts and accompanying questions by James Taylor p. 13
Comments from other leaders’ p. 14
Introduction p. 16
What this book aims to achieve p. 21
PART 1: UNDERSTANDING WHAT LEADERSHIP AND MANAGEMENT IS
A: The struggle of leadership and management
1. Elements of effective and authentic leadership p. 24
2. What is management? P. 25
3. The differences between leadership and management p. 28
4. Leadership and eldership p. 29
5. The final test p. 30
6. The 5 different levels of leadership and implications for organizational practice p. 30
7. Leadership and unconscious use of rank p. 31
What effective leaders practice:
1. Beware of your shadow p. 32
2. Power + Privilege – Privacy p. 33
3. Combat hero worshipping p. 34
4. Pay attention to invisible leadership – what most leaders don’t know! p. 35
5. Image vs. True Identity – towards leadership integrity p. 35
6. Task-based vs. emotional based relationships p. 36
7. Happiness is an inside job p. 37
8. Be brave – fire yourself! p. 38
9. The organization is not your life! p. 40
10. Why you must work yourself out of your job! p. 40
11. Effective leaders are self-made p. 44
12. Effective leaders are also effective followers p. 44
13. Effective leaders suffer for their organizations! p. 46
14. Questions for reflection p. 48
PART 2: THE CHALLENGES OF LEADERSHIP AND MANAGEMENT
1. So, what is organization? p. 51
2. The elements of organizational life – so, what is the organization all about? p. 54
3. Leadership and ambiguity in NGO’s p. 57
4. Leadership polarities – towards a model of organizational leadership p. 62
5. Stages of organizational development – where is your organization right now? p. 63
6. A diagnostic map of organizations in the three phases p. 64
7. Mediating natural tension (the no-go theory) – what every leader should know! p. 65
8. Policies – Profits – People: Why NPO’s are so unique? p. 70
9. Questions for reflection p. 72
PART 3: ESSENTIAL LEADERSHIP SKILLS
1. Problem solving p. 75
2. A model of problem-solving p. 76
3. Effective decision making p. 77
4. Effective communication p. 79
5. Effective listening p. 82
6. Effective delegation p. 84
7. Effective meeting management p. 86
8. Effective team building p. 89
9. Effective conflict transformation p. 100
10. Effective people development – the do’s and the don’ts p. 103
11. Understanding change with staff and volunteers p. 107
12. Effective people development – why good manners are important p. 109
13. So, how much should I earn? Determining salary scales in NPO’s p. 109
14. Effective report writing p. 111
15. Effective work plan design and management p. 113
16. Questions for reflection p. 117
PART 4: IMPORTANT LEADERSHIP RESPONSIBILITIES
A: Mobilising resources to achieve strategic objectives:
Professional fundraising: Let us get rid of illusions p. 121
1. Why professional fundraising? Some current donor trends p. 123
2. From professional fundraising to fund development to resourcemobilisation p. 124
3. The 8 basic principles of fundraising p. 1 25
4. The self-test: are you prepared to fund yourself? p. 127
5. The planning cycle p. 128
6. Various donor markets p. 130
7. Why people give? p. 132
8. Effective donor management p. 133
9. Effective strategic communication and donor acquisition p. 135
10. Let us look at organizational sustainability p. 137
11. Ideas for financial sustainability p. 141
12. Some ideas of how to contact potential donors p. 142
13. There is no such thing as a regret letter p. 144
14. Writing the winning proposal p. 145
15. The funding enquiry p. 155
16. Using fundraising consultants p. 156
17. Identifying “good” and “bad” donors p. 156
18. Identifying “good” and “bad” recipients p. 158
19. Why donors and recipients are equals p. 159
B: Relationship responsibility towards your client base (staff, volunteers, board, beneficiaries, donors, consultants)
1. Once again, let us get rid of illusions! p. 160
2. So, what is relationship responsibility? p. 161
3. Taking relationship responsibility – the four stages p. 161
4. How to relate to your various constituents p. 163
C: Getting your board on board!
1. Your board is not a necessary evil! p. 165
2. Some common board challenges p. 165
3. Why we need boards p. 165
4. The 3 different levels of board involvement p. 167
5. Recruiting the right board members p. 168
6. How to find the skills that you need p. 170
7. How to keep your board on board p. 170
8. Where and how to find the right board members p. 171
9. The process of recruitment and selection p. 171
10. The induction process – what many NPO’s fail to do! p. 172
11. A board must support its director p. 172
12. Roles and responsibilities of board and management p. 174
D: Strategic planning – dealing with organizational change
1. How to deal with organizational change p. 176
2. The wrong approach p. 177
3. So, what is strategic planning? p. 178
4. The organizational fit model – putting your organization on trial p. 179
4. Strategic planning and its advantages p. 180
5. Components of a strategic plan p. 181
6. Some lessons from experience p. 187
7. Questions for reflection p. 188
PART 5: PERSONAL LEADERSHIP AND SELF DEVELOPMENT
A: Leadership and effective money management - how to start living to
work and not working to live!
1. The three types of persons using money p. 190
2. A problem of lifestyle p. 191
3. The external environment p. 191
4. The non-profit environment p. 191
5. How society is organised p. 192
6. How do you relate to money ? p. 193
7. Some rules about the use of money p. 194
8. Some principles underlying the budgeting process p. 195
9. Understanding your sources of income p. 199
10. Disruptive elements that can affect your budget p. 199
11. What your personal budget should look like p. 200
12. A poem about money p. 201
B: PERSONAL LEADERSHIP AND THE OBSTACLES TO SELF-MANAGEMENT
1. Moving towards self-awareness and awareness about your world p. 204
2. Don’t become a victim of mental death p. 205
3. Six ways to expand your influence p. 207
4. Dream with your feet on the ground p. 211
5. Learn to balance your life p. 214
6. The two streams of self development p. 218
7. Discover your hidden potential – Johari’s window p. 221
8. Learn to understand yourself better p. 222
9. Your life plan – so what do you want to be remembered for? p. 225
10. Some guidelines for self-management p. 226
11. Burn-out and stress – a brief perspective from experience p. 229
12. Some self-development tips for everyday life p. 230
13. Are you prepared to die before you are fully born? p. 231
SOME OBSERVATIONS FROM THE FIELD OF PRACTICE
1. Collective weaknesses of the sector p. 233
2. Empowerment is a myth p. 233
3. Beware of the Bush-Blair-Bin Laden dynamic in your organization p. 235
4. Towards more organizational conscious consciousness p. 236
5. Why organizational problems are always personalised p. 237
6. Development consultants must build leadership confidence p. 237
7. Towards a deep democracy p. 239
8. Why NPO’s must stop behaving like beggars p. 238
9. From global understanding to local action to global standards p. 239
9. How human society is put on trial – the three struggles p. 240
10. Balancing national with global interests p. 242
11. The fourth struggle – a struggle for new meaning and true spirituality p. 242
12. South Africa today – was it half a loaf and half a baby? p. 245
13. Removing the mask – why integration and transformation not
assimilation and reform p. 247
14. Conclusion: so what will you do tomorrow morning? p. 248
15 Questions for reflection p. 252
Bibliography p. 253
Appendixes: - Some inspiring poems p. 268
