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	<title>Next Level Nonprofits</title>
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	<link>http://www.natashagolinsky.com</link>
	<description>equipping next generation executive directors with the skills to transform strategic plans into world-changing results</description>
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	<itunes:summary>equipping next generation executive directors with the skills to transform strategic plans into world-changing results</itunes:summary>
	<itunes:author>Natasha Golinsky</itunes:author>
	<itunes:explicit>clean</itunes:explicit>
	<itunes:image href="http://www.natashagolinsky.com/wp-content/uploads/2012/01/headshot31.jpg" />
	<itunes:subtitle>equipping next generation executive directors with the skills to transform strategic plans into world-changing results</itunes:subtitle>
	<itunes:keywords>nonprofit leadership, nonprofit management, next generation, millennials, generation Y, nonprofit education</itunes:keywords>
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		<title>Next Level Nonprofits</title>
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	<itunes:category text="Education">
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		<rawvoice:location>Vancouver, BC</rawvoice:location>
		<rawvoice:frequency>Weekly</rawvoice:frequency>
		<item>
		<title>The Key to Communication</title>
		<link>http://www.natashagolinsky.com/key-communication/</link>
		<comments>http://www.natashagolinsky.com/key-communication/#comments</comments>
		<pubDate>Mon, 21 May 2012 01:58:23 +0000</pubDate>
		<dc:creator>Natasha Golinsky</dc:creator>
				<category><![CDATA[Communication]]></category>
		<category><![CDATA[People: Produce More. Work Less.]]></category>

		<guid isPermaLink="false">http://www.natashagolinsky.com/?p=2874</guid>
		<description><![CDATA[Excerpted from “The Mission Myth” by Deirdre Maloney founder of Momentum LLC. Miscommunication happens regularly &#8211; every day, perhaps every hour. What can you do about it? There are many solutions, but I&#8217;m going to focus on the one tip that works in every situation. It clarifies expectations, wants, and needs, and decreases the confusion caused by the various perspectives, definitions, and styles at the table. I can sum it up in two words: be explicit. Explicit language is contextual language. It doesn&#8217;t include subtext and it doesn&#8217;t hint.  It doesn&#8217;t hope that the other person will get what we&#8217;re trying to say.  Instead, it ensures it because, well, we&#8217;re saying it. Being explicit means stating &#8211; clearly &#8211; what you need, what you want, and what you expect.  It means leaving nothing implied. Nothing to chance. It means you have increased odds of getting what you want &#8211; from your staff, from your boss, from your partner, from your friends. Being explicit does not mean being tactless. You can be explicit while still showing a level of engagement that fits the person with whom you&#8217;re speaking. You can be appropriate. You can be smart about it. You can be compassionate. You can [...]]]></description>
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		<title>The mistakes we made with volunteers and how we fixed them</title>
		<link>http://www.natashagolinsky.com/mistakes-volunteers-fixed/</link>
		<comments>http://www.natashagolinsky.com/mistakes-volunteers-fixed/#comments</comments>
		<pubDate>Sat, 19 May 2012 16:00:04 +0000</pubDate>
		<dc:creator>Natasha Golinsky</dc:creator>
				<category><![CDATA[People: Produce More. Work Less.]]></category>
		<category><![CDATA[Volunteer Management]]></category>

		<guid isPermaLink="false">http://www.natashagolinsky.com/?p=2822</guid>
		<description><![CDATA[Excerpted from “The Mission Myth” by Deirdre Maloney founder of Momentum LLC. Volunteers play a critical role in many organizations, especially those that are new or small, the ones that don&#8217;t yet have the resources to bring on paid staff. I thought it would be an easy relationship. I thought this was something that just couldn&#8217;t get messed up. And, as with everything else, it just wasn&#8217;t that simple. Mistake 1: We didn&#8217;t treat them right.  We didn&#8217;t work with them effectively, or think about them the right way. I stopped thinking of them as &#8220;untouchable&#8221; and as our clients and began thinking of them as unpaid staff. We needed to treat them as such, engaging them in a different way, focusing on supervision.  We needed to recruit them to roles that matched their skills, and we needed to let them know what was expected of them in return. Mistake 2: We gave them silly volunteer jobs.  Using volunteers to best meet the organization&#8217;s needs means someone must plan ahead, identifying the various ways volunteers can truly provide a needed service, and figuring out how to find the best fit for each role. We didn&#8217;t think through how to orient them to our [...]]]></description>
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		<title>The secret to maintaining a thriving, healthy organization</title>
		<link>http://www.natashagolinsky.com/secret-maintaining-thriving-healthy-organization/</link>
		<comments>http://www.natashagolinsky.com/secret-maintaining-thriving-healthy-organization/#comments</comments>
		<pubDate>Fri, 18 May 2012 15:35:12 +0000</pubDate>
		<dc:creator>Natasha Golinsky</dc:creator>
				<category><![CDATA[Building effective ED/Board relationships]]></category>
		<category><![CDATA[People: Produce More. Work Less.]]></category>

		<guid isPermaLink="false">http://www.natashagolinsky.com/?p=2857</guid>
		<description><![CDATA[Excerpted from Jonathan D. Schick&#8216;s book &#8220;The Nonprofit Secret&#8220;.  After many years of working with nonprofits, I&#8217;ve unlocked the secret to maintaining a thriving, healthy organization.  The secret is not policy, it isn&#8217;t all about fundraising, it doesn&#8217;t directly concern your strategic plan. While those things are important, it&#8217;s actually much simpler than that. At the heart of every successful nonprofit is one thing: the board/CEO partnership.  While each board will naturally have idiosyncrasies, there is a system that works across the board. The system is called the 6 principles of Successful Board/CEO Partnerships. Principle I: The board focuses on governance, not management.  Effective nonprofit boards empower their CEOs to run their agencies. In other words, board members establish the desired outcomes while enabling the CEO to determine the methods. The board neither micromanages nor rubber stamps. Rather, successful boards spend their time focusing on fundamental issues and major policy decisions. Principle II: The board has one employee: the CEO A basic tenet of governance is that the board hires the CEO who in turn hires all the staff. The board views the CEO&#8217;s role similar to one of a corporate executive; thus, all accountability rests upon the CEO alone. [...]]]></description>
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		<title>As a leader, do you have &#8220;ferrari brain&#8221;?  Is it driving you into the ground?</title>
		<link>http://www.natashagolinsky.com/ferraribrain/</link>
		<comments>http://www.natashagolinsky.com/ferraribrain/#comments</comments>
		<pubDate>Thu, 17 May 2012 15:26:44 +0000</pubDate>
		<dc:creator>Natasha Golinsky</dc:creator>
				<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://www.natashagolinsky.com/?p=2827</guid>
		<description><![CDATA[I read this amazing article in the May issue of Success Magazine by Dr.Edward Hallowell and it made me think of many incredible EDs I know who have terrific vision but are challenged by the execution of said vision. Do you as an Executive Director see yourself in this article? *** In order for entrepreneurs to thrive and achieve their magnificent dreams, they need to learn how to overrule their destructive tendencies while taking advantage of their considerable constructive gifts. But learning how to do this requires insight – knowledge of one’s assets and vulnerabilities – and planning, developing a method to take advantage of strengths and overrule weaknesses. A big problem is that most entrepreneurs hate to introspect, and they hate even more to plan. They prefer to operate spontaneously according to the Nike solution: Just do it.  The Nike solution can work spectacularly well sometimes and has led to the making of many sudden fortunes. But over time it tends to fail and has led to the demise of many such sudden successes. Asset Corresponding Vulnerability &#160; &#160; Visionary, dreamer, pioneer, big-picture thinker Has trouble perceiving or acknowledging reality; overlooks important parts of project or idea, blinded by enthusiasm [...]]]></description>
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		<title>Hard Conversations: How to have them</title>
		<link>http://www.natashagolinsky.com/hard-conversations/</link>
		<comments>http://www.natashagolinsky.com/hard-conversations/#comments</comments>
		<pubDate>Wed, 16 May 2012 16:00:17 +0000</pubDate>
		<dc:creator>Natasha Golinsky</dc:creator>
				<category><![CDATA[Communication]]></category>
		<category><![CDATA[People: Produce More. Work Less.]]></category>

		<guid isPermaLink="false">http://www.natashagolinsky.com/?p=2814</guid>
		<description><![CDATA[Yes, hard conversations with staff are tough. Conflict is hard. And frankly, not being liked as a result stinks. But none of that is an excuse to not hold these conversations. So how do you do it right? Tip 1. To put yourself in a decent starting place &#8211; set goals, support your staff and reward them. Your staff should know what their goals are..and know if they&#8217;re measuring up (or not) and the hard conversations make more sense. It&#8217;s also a lot more fair. Tip 2. Hold them accountable thoughtfully with carefully chosen words. You should  not do this on the fly, or as part of a different, casual conversation. Schedule a separate meeting to discuss this and this alone, and know that it can be brief. This isn&#8217;t point/counterpoint. This is you letting your staff know that you have concerns, and what you expect the person to do about it. Tip 3. Schedule it soon, in the day you know about the problem. As a supervisor, your gut will tell you when a seemingly innocent incident has become a pattern or turned into a bigger personnel concern. Once you figure it out, schedule a meeting to discuss it [...]]]></description>
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		<title>What you wish you had known about the ED role on your first day? (part 1)</title>
		<link>http://www.natashagolinsky.com/ed-role-day-part-1/</link>
		<comments>http://www.natashagolinsky.com/ed-role-day-part-1/#comments</comments>
		<pubDate>Tue, 15 May 2012 16:00:31 +0000</pubDate>
		<dc:creator>Natasha Golinsky</dc:creator>
				<category><![CDATA[Plans: Working on What Matters]]></category>
		<category><![CDATA[Strategic Action Plans]]></category>
		<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://www.natashagolinsky.com/?p=2808</guid>
		<description><![CDATA[New on the job and not sure what you need to do to succeed? Take this awesome advice from the Executive Directors who have gone before you: 1. &#8220;Never lose sight of the vision and mission of an organization,to know that no matter how great the challenge, what you do can make a positive difference to a cause in which you believe.&#8221; ED, Valerie Hyman 2.  &#8221;View the organization with a cool eye. You must always be the voice of reason. Also, ask lots of questions and cultivate your people to bring you ideas for improving the organization.&#8221; ED, James Smock 3. &#8220;One thing to keep in mind is that staff are your biggest asset. If they are not where they need to be to help you implement and move the mission forward, it will not happen. I would start by assessing where they are; one, as it relates to their commitment to the organization and its customers/clients; and second, relative to their skill set. Once you determine this, you can position them in the area that suits them best and makes them most productive. You can also determine who you would need to help exit the organization to open room for the [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>The #1 Strategy for Taking Control of your Day</title>
		<link>http://www.natashagolinsky.com/1-strategy-control-day/</link>
		<comments>http://www.natashagolinsky.com/1-strategy-control-day/#comments</comments>
		<pubDate>Mon, 14 May 2012 16:00:48 +0000</pubDate>
		<dc:creator>Natasha Golinsky</dc:creator>
				<category><![CDATA[Plans: Working on What Matters]]></category>
		<category><![CDATA[Strategic Action Plans]]></category>

		<guid isPermaLink="false">http://www.natashagolinsky.com/?p=2804</guid>
		<description><![CDATA[What&#8217;s the first thing you did this morning? I bet it was reading messages on your cellphone. The question is why? If you looked for texts, realize that it’s rare to hear a ping in the middle of the night. What kind of text would likely be there, after all? Is there a joke from a drunk buddy partying in Vegas? Did your spouse who left the bed earlier text you something lovely to wake up to? Doubtful. Next you open your inbox. Why? Is there something so important you must do it this instant? Is there an email you need to send before you wipe the sleep from your eyes? No, because you would have sent it last night. But you open your inbox anyway. You aren’t alone. Recent studies suggest almost 80 percent of cellphone users sleep with their phones in their bedrooms. Among entrepreneurs, I bet that number is even higher. So why is reaching for the phone first thing such a problem? Because how you start the day sets the tone for the rest of your day. If your first act is to check for texts or emails, then someone else sets your priorities before you’ve [...]]]></description>
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		<item>
		<title>10 Leadership lessons I&#8217;ve learned from being a mom</title>
		<link>http://www.natashagolinsky.com/10-leadership-lessons-learned-mom/</link>
		<comments>http://www.natashagolinsky.com/10-leadership-lessons-learned-mom/#comments</comments>
		<pubDate>Sun, 13 May 2012 20:41:55 +0000</pubDate>
		<dc:creator>Natasha Golinsky</dc:creator>
				<category><![CDATA[Leadership/Management]]></category>
		<category><![CDATA[Professional Development: Becoming a World-Class Leader]]></category>

		<guid isPermaLink="false">http://www.natashagolinsky.com/?p=2800</guid>
		<description><![CDATA[More than any other challenge I&#8217;ve faced in my life, by far being a mom of 3 little kids (now ages 5, 4 and 2) has been the hardest. It is true what they say, there is nothing in the world that can prepare you for being a parent.  It is the most difficult think you&#8217;ll ever do but also the most rewarding. (Sounds a little bit like an ED&#8217;s job lol!) In honor of Mother&#8217;s day today, I&#8217;d like to share 10 leadership lessons I&#8217;ve learned since becoming a parent 5 years ago. I look forward to your comments at the bottom of the post to hear all about the leadership lessons you&#8217;ve learned! 1. You can&#8217;t (and shouldn&#8217;t) try to make everyone happy all the time. 2. Don&#8217;t do for someone what they could (and should) do for themselves. 3. Manners ALWAYS matter. 4. You are always being watched &#8211; model what you want those following you to do. 5. Messes can always be cleaned up. 6. It&#8217;s ok to want a break &#8211; don&#8217;t be a hero. 7. It&#8217;s never ok to not take responsibility for your actions (even if you&#8217;re only 2 and you colored all [...]]]></description>
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