Elevate Leadership Development Fund Established for Non-profit Organization Leaders

At Elevate Performance we help leaders elevate their performance. This includes building up and supporting leaders in the nonprofit sector as well as in business. We believe that for-profit companies and nonprofit organizations both benefit when given the opportunity to learn from one another  Since 2006, the year that John Lewis and Tim McFarland launched our first peer advisory group (referred to as "Forums") in NWA, every Forum has had leadership from nonprofit organizations as members.  Soon thereafter,  we began offering scholarships or reduced pricing so that we could serve these leaders better.  We would like to further expand our scholarship offering so that we can serve more leaders in the nonprofit sector.   

You can make a secure online contribution to the Elevate Leadership Development Fund HERE, or by mailing a check to:

Elevate Leadership Development Fund

C/O Arkansas Community Foundation

5 Allied Dr. Suite 51110

Little Rock, AR 72202

The Elevate Leadership Development Fund is managed by Arkansas Community Foundation, a 501(c)(3) not-for-profit organization. Your online donation is tax-deductible and will be received by the Arkansas Community Foundation and applied to our fund. Acknowledgment of your gift for tax purposes will come from Arkansas Community Foundation.

Elevate Performance is Arkansas' premier convener of peer-peer forums for CEO's, senior managers and promising emerging leaders.  We operate five CEO Forums based in Fayetteville, Johnson, Rogers and Little Rock and deliver two Accelerate Leadership Forums annually.  Peer to peer processing of challenges and opportunities translates into a leader making better decisions.  Since our inception, leaders have invested over 8,500 hours helping one another and learning from one another.  Ask yourself if membership might give you a new competitive advantage.   

For more information about this fund, please contact Jody Dilday of the Arkansas Community Foundation, jdilday@arcf.org or Tim McFarland of Elevate Performance, tim@ceoforums.us.  


Accelerate Forum IX - Let the Growth Begin

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On October 16th, a group of talented professionals will come together for one of ten forums over the coming ten months. Members of the forum will gather in a group setting to process opportunities and challenges Socratically. Lead presenters present their topic of choice in a confidential setting, and the group digs deep to find solutions to whatever was brought up. Membership into an Accelerate Forum can be transformative and is always a high growth experience for those enrolled.   

They will get to:

1. practice leadership

2. apply critical thinking

3. problem/opportunity solve

4. learn from ten seasoned regional leaders

5. dive into seven pillars essential for leading an organization

6. develop close relationships with ten or more talented peers  

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These members will graduate with the understanding that many of the challenges and opportunities that come before us aren't in the playbook and that they require critical thinking, emotional intelligence, due diligence and engagement with specialists in order to find the best pathway.   

Because you invested in them, members know they matter at your organization and you have invested in them.  They know you are interested in them over the long run. The value of human capital goes far beyond the payroll expense listed on an income statement. Your employees and coworkers are the lifeblood of your organization, so sharpening their skill set is advantageous to everyone in countless ways. This is what we have found, so enroll your "A" Player now.

Please email tim@ceoforums.us or ed@ceoforums.us for more information.

Tips For Leading Your Team Members Better

Please consider these tips for leading your team members better.

  • Great team members want and deserve more responsibility.  Consider what you can delegate to them.  If someone on your team can perform a task you own 80% as good as you, delegate it to that team member. 
  • When coaching, if a team member owns a responsibility, coach them up but don't go too far.  If you try to take them to 100% or perfect, you may inadvertently be taking the ownership back from them.  They will be given the sense that they no longer own it and you kind of took this away from them by grinding too far.  Manage them so that they know they own it and they are getting better and better at executing it.  See bullet point #9 for the best way to help them understand 100%.  
  • How do we give meaning to each team members work?  We can compliment a team member at any time when we catch them doing something well.  That doesn't mean they are perfect and we can't coach them up in other areas in private, during our 30-minute one-on-ones.
  • One-on-one Meetings and Cadence - by embracing the 30-minute one-on-one weekly or every other week meeting with a structured agenda, you get to get updated by your team member on how they are progressing with their priorities, provide clarification on how we do things from a culture standpoint and you get to review and even reset their priorities for the next period before your next one-on-one.  If you are not pleased with a direct report's performance, this tool is as good as anything we have found for improved near-term performance.  For more information on 30-minute one-on-ones, contact me at tim@ceoforums.us and I will send you how this optimally works. 
  • What if we have to have a conversation with a team member that is negative because of weak performance?  The key is, the conversation can't be predominantly negative.  "You are important here.  We need you.  I want you to be successful..........." Please click here to learn from Performance Expert Stan Beacham on how this is best executed. 
  • Consider Lee Scott's advice, "sharing praise is a compromise, give it all away."  In other words, our organization has been performing very well recently.  Do we have to own all of that or can we give that away to a team member or two or to the team as a whole?  
  • Does each team member know exactly what they "own"?  Do they know exactly what their responsibilities are?  Consider enhancing, for clarity purposes, their detailed job description.  In our opinion, for every task that has to be done in an organization, we all should know who owns it for this period of time.   
  • Does each team member know why the job exists and what a job well-done looks like for their job, their responsibilities?  Donnie Smith, high performing retired CEO of Tyson Foods used this to take Tyson Foods to the incredible performance they achieved during his era of leadership.  
  • Consider that "ambiguity breeds mediocrity and clarity breeds excellence," Covey.  Each one of us, including "my own self," (as John Lee Hooker would say) we can deliver with much greater clarity our direction and information.  
  • Recognize that if a team member is performing poorly, it is likely 30 to 60% our fault.  30 to 60%, sometimes more and sometimes less, of the person's underperformance is caused by something we as an organization are not doing so well.  Dive deep here.  You will be amazed at how much upside you will find around this. 

We wish you the very best in your leadership endeavors.   If we can be of assistance or you would like to learn more about our products and services, contact me at Tim@ceoforums.us.