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What We're Learning

What We're Learning | August 2024

by Leading Edge

Here's what the Leading Edge team is learning about culture, executives, and boards this month.

Graphic of woman deciding between two versions of herself.

Holding both: Being a universal and particular funder in a post-Oct. 7 world

The impulse to restrict our focus to Israel and Jewish causes is understandable in a hyper-polarized, post-Oct. 7 landscape, as is the pull to give in to the ideological forces that would have us recuse ourselves from the fight for a more just world, writes Lisa Eisen, co-president of Charles and Lynn Schusterman Family Philanthropies. However, there is a dual focus in Jewish philanthropy: nurturing our own community while simultaneously working toward a better future for all. Eisen emphasizes that our job as funders and practitioners is not to unravel the sacred bonds of our tribal and prophetic responsibilities, but rather to hold and choose both.

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  • CULTURE

  • Two women smile in a workplace.

    Report: Building Soft Skills for the Future of Work

    As technology continues to reshape the workplace, soft skills have become increasingly crucial for success. These essential traits, like empathy and adaptability, are nurtured from childhood through family interactions and social experiences. While free play is vital for developing these skills, it's often constrained by current policies and cultural norms. By addressing these barriers, we can create an environment where children naturally cultivate the soft skills they'll need to thrive in both their personal and professional lives.

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  • Graphic of speech and thought bubbles of people in a meeting.

    New Hires Lose Psychological Safety After Year One. How to Fix It.

    Research shows new hires often enter fresh roles feeling optimistic and confident their organizations are eager to hear from them, but over time, employees increasingly feel less “psychologically safe” to contribute ideas. Once psychological safety is lost, it’s hard to get back, potentially taking decades to recover. This decline in psychological safety can impact team learning and effectiveness. Managers can counteract this trend by consistently encouraging input, placing new hires in supportive teams, and creating a culture that values diverse perspectives.

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  • EXECUTIVES

  • Title of a "Freedom to Flourish" manifesto

    Rethinking Performance Management for Workplace Flourishing: Lessons from Antoinette Weibel

    Traditional performance management systems, mostly rooted in outdated industrial models, often lead to reduced creativity and organizational performance. Organizational behavior expert Antoinette Weibel calls for a shift away from a neoliberal paradigm, which prioritizes profit maximization and competition, to a more human-centric approach. The Global Flourishing Manifesto reimagines performance management, emphasizing collaboration and mutual development, freedom for employees to reach their potential, organizational goals that contribute to societal well-being, and systemic changes.

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    4 Reasons Why Managers Fail

    Research has found that managers today are accountable for 51% more responsibilities than they can effectively manage — and they’re starting to buckle under the pressure: 54% are suffering from work-induced stress and fatigue, and 44% are struggling to provide personalized support to their direct reports. Ultimately, one in five managers said they would prefer not being people managers given a choice. This article offers four predictors of manager failure and offers suggestions for organizations on how to address them.

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  • BOARDS

  • An "Out of Service" sign covers a gas pump.

    The 3 Deadly Sins Of Dysfunctional Boards

    Dysfunctional boards often face challenges like shameless self-interest, definite disinterest, and internal conflicts. Board members may prioritize personal gain, show a lack of commitment, or fail to collaborate effectively, disrupting board cohesion and effectiveness. To have the "right people on the bus," nonprofits need to make room for the right leaders, ask the right questions during board member interviews, get a more objective board evaluation, and find diverse, high-caliber candidates.

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  • A woman talks at a meeting.

    3 Key Areas That Optimize Your Nonprofit Board's Governance

    Executives tend to provide too little substantive information and too much non-substantive information that support ensuring the board can do its job of governing. A nonprofit board needs to know what enables it to do its job of governing. That is, fulfill its fiduciary duty of care by informing its planning, policy and evaluation tasks. However, informing the board is not about quantity, but about quality and pertinence. Here are three buckets of information that can support a board in fulfilling their duties to their mission, constituents, funders, and regulators.

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