Graphic by Omar Sanchez, mustangdaily.net

The term diversity is taking on new distinctions. When it comes to boards tackling issues like funding, recruitment and delivery of services, thinking that challenges the status quo is important. One of the newer terms being applied to this is “diversity of thought”. Boards should be applauded that have this as well as visible diversity. Which brings me to a question asked at my presentation.

Is “We have diversity of thought” an adequate response to the question, “Do you have a diverse board?”

In real terms, yes. Board leadership can answer any question in any way they choose. However, answering this question in this way is a “cop out” when this response is all that is given. Questions to follow up with are…

• What is the cultural, gender, racial, (and so on) profile of your board? (The diversity dimensions identified by Marilyn Loden & Judy B. Rosener in their Workforce in America are useful guides in determining the profile of a board. )
• Is the board inclusive? (Inclusion is different from diversity.)
• Does your board reflect the community in which you live and/or serve?
• Do you have the skill sets that will enable you to deliver on your mission?
• Are you attracting diversity among your volunteers and suppliers?
• Would that answer alone be enough to get grants?

We have difficulty finding diverse board members who have the financial resources to give at the level we require, what outreach strategies can you recommend?

Participants brainstormed and responded:

• Know the centers of influence: Churches, chambers of commerce
• Do a board matrix. Identify the gaps
• Communicate WIIFT (what’s in it for them)
• Solicit sponsorships that take the place of the financial responsibilities
• Allow in-kind services
• Reach out at grad events, trade schools
• Use ads
• Do cross training with other boards
• Ask previous board members to come back
• Use social media
• Have contributions be more than financial
• Consider advisory boards without a requirement for financial giving
• Have a board development committee

Is there anything you would like to add to the conversation? If so, post your comment.

People who practice and understand the essence of Leadership, that is, “Integrity, Authenticity and Commitment to Something Larger Then Self”, will see social media as a way to collaborate and exchange ideas with people all across the planet to produce radical changes to industry, politics and education. All of us are well aware of the “Arab Spring or Occupy Wall Street Movements, but these two well documented happenings are really just a faction of the changes that social media has brought about.

So the question to ask yourself, is what is the positive change you want to see in the world and how can Social Media help?

How are you doing separating the personal from the professional? Let me know if I can support you in being heard and getting people to respond in the way that you would like. Coach J.

After nearly four decades—three of which were at the helm—Susan left Essence Magazine in 2007 to lead the National CARES Mentoring Movement, a volunteer-driven organization of African American men and women who are dedicated to securing our country’s most vulnerable and precious young people.  In just five years and under Susan’s leadership, CARES, now located in nearly 60 cities, has recruited and placed more than 160,000 African American mentors with children who need little more than a caring, stable and wise voice to help guide them across the often difficult terrain they call their lives.

In recognition of all she has done—and all she continues to do—the National Civil Rights Museum, located at the Lorraine Motel where the Rev. Dr. Martin Luther King was assassinated, bestowed upon Susan the 2011 Freedom Award for Activism.   In so doing, they said that the National CARES Mentoring Movement “speaks to the legacy left for all of us by Dr. King, who was an advocate for all people, but especially our young people.”  The Museum, named by USA Today as one of America’s Top Ten Treasures, has welcomed more than 3 million visitors since they first opened twenty years ago.

The Freedom Award has been bestowed upon the most inspiring leaders of our time since the Museum’s opening in 1991.  For their contribution to philanthropy, humanitarian work and social justice, past honorees have included President Nelson Mandela, Rosa Parks, Coretta Scott King, James Farmer, Thurgood Marshall, The Dalai Lama, Diane Nash, Marian Wright Edelman, Bono, Bill Clinton, Al Gore, Oprah Winfrey, Ruby Dee, Sidney Poitier, Harry Belafonte, B. B. King, Stevie Wonder, President Lech Walesa, Myrlie Evers Williams and Elie Weisel among others.   In November of 2011, in recognition of their twentieth anniversary, their honoree was my friend, my colleague, my mentor, Susan L. Taylor.

asha bandele is a journalist and the author of five books, including two award-winners, The Prisoner’s Wife: A Memoir, and the novel, Daughter.  asha’s work has been widely anthologized and has been taught in classrooms from Harvard University to the University of Ankara, Turkey.  She’s published articles in The New York Times, Essence, Vibe, Family Circle and scores of other publications.  In addition to writing, asha serves as VP of Communications for National CARES Mentoring Movement, Director of the Advocacy Grants Program at the Drug Policy Alliance but is most proud of being mother to her pre-teen daughter whom she is raising in Brooklyn, NY.

1. “All the News that’s Fit to Print” , (New York Times)
2. “ It takes a licking and keeps on ticking” (Timex)
3. “Where vision gets built”. (Lehman Brothers)

Wait! Time and time again? Times have changed. You can now read the NY Times online, “print” hmmm not. Our watches are digital or on our phone. “Ticking” if you have the app. And Lehman Brothers is gone having declared bankruptcy.

If a company has an entrenched hierarchy, an HR director without vision and a passion for their people (Only “20% of workers are passionate about their jobs”… The Deloitte Center for the Edge: The Shift Index”), you can bet in time they’ll be experiencing  high turnover of good management talent, a loss of intellectual capital  a loss in consumer/client trust and a brand image that is passe.

In the past it took fifty years or more to get to this point in an organization’s life cycle, now it is taking less then ten years for companies to find out that they are no longer relevant, that their products or services are not answering the needs of the public, and that their brand slogans no longer create the progressive images intended.

Somewhere along the road to becoming a less innovative customer adverse organization, companies stuck with their top down directives rather than adapt “interactive communication” as pointed out by Stephen Denning in “Radical Management. Often the answer to how an organization can manage the future and changing times is an employee “sitting in the room”, not being listen to and asked about what they see. Why? Generational differences, non-inclusive staid corporate culture, lack of engagement, lack of leadership and vision. And maybe the complaint “I just don’t have the time.”

In today’s environment buying in to the plan falls well short of owning plan. Owning the plan can only occur when there is totally openness and everyone has the opportunity to contribute.

This week I am attending the “Leading Age 50th Anniversary International Conference” (IAHSA) as part of my duties as a board member of American Baptist Homes of the West (ABHOW). One of the speakers, Michael Kumer spoke on “Governing Essentials for the High Performing Board” which resonated with my beliefs on leadership.

Michael began with Henry David Thoreau’s quote, “If one advances confidently in the direction of his dreams, and endeavors to live the life which he has imagined, he will meet with a success unexpected in common hours.” That, for me, is the essence of leadership. Rather than rhapsodize on my take on leadership, I offer Michael’s take on various related concepts as I heard them:

• Nonprofit should be barred from our vocabulary. It implies not making a profit, yet without a profit our “nonprofit” organizations will be out of business and cease to exist. Further, by using this language we are describing ourselves by what we are not rather than what we are. His example, “I am holding something behind my back, it is not the convention center, what is it?” Instead of that term we should call ourselves Community Benefit Organizations (CBO) which is truer to our destination – a key point for Michael in that our dream articulates the destination we seek in getting from here to there.
• A vital question: how can we prove conclusively that we can change lives.
• The number one responsibility of any board member is to move the organization towards the dream. Where are we going? What’s the dream? (Sounds like leadership to me for sure.) Once you decide on the destination then you fill in the gaps.
• Michael’s cool way of defining the difference between mission and vision…add ary to the words. Then they become visionary and missionary. The former external to the Community; the latter, internal.

To be continued…

Michael Kumer is the Executive Director of Duquesne University’s Nonprofit Leadership Institute (NLI) and Associate Dean of the University’s School of Leadership and Professional Advancement.

1. The world, this planet, is divided up between the haves and the have-nots. “We” are the haves.
2. People must earn the right to live. Breathing is not an inalienable right.
3. Scarcity and fear, are motivation for reaching ones higher self.
4. Money determines true value and worth.
5. We are care takers for the planet and we are doing a good job.
6. Love your neighbors, when you see them or are related to them or they agree with you.
7. We are never responsible for what someone else does.
8. Where you were born determines the contributions you can make.
9. Your past determines your future.

We have envisioned ourselves as enlightened and benevolent, yet we avoid responsibility for the poor, hungry, oppressed, disadvantaged or the cruel. We reject concepts, like abundance, win-win and empathy because they are not competitive.  We are, unfortunately, passionate about life being a zero sum game, that in order for someone to win someone has to be the loser and when we or others lose, we are eager to determine fault, so that someone is blamed.

Don’t believe me, keep a tally on how often you ask yourself, “Whose fault is it? Who should get the blame for what is going on?”

In our workshops, “Conversation on Leadership”  we look to bring alive what it means to be a “Positively Powerful Person”, to providing a fuller understanding of “Responsibility”  and to how finding fault or blaming others diminishes ones own power.

In spite of numerous potholes, pitfalls and disasters, Susan Ratliff has survived and thrived on the way to the top of her industry. Naysayers are her motivation for success. Lack of experience is her catalyst for innovation.  She was a mom-preneur before it was popular, leaving a real estate career to build a home-based personalized children book business to one of largest distributorships in the country, so she could stay home with her son. With no college degree, business experience or industry education, Susan built an award-winning exhibit company from scratch.

While many said she couldn’t, she wrote and published four books.  Without a clue about producing a conference she created and personally financed the Women Entrepreneurs’ Small Business Boot Camp for micro-business owners, that is now her signature event, annually drawing impressive corporate sponsors and hundreds of attendees.  Susan is a survivor and her passion is sharing her journey with others.

There is always something that we didn’t know or  a different culture to understand and diversity provides us with the opportunity to become smarter and wiser. We find that the issues that confront us daily are often resolved outside of our personal comfort zone via communication with people or communities we don’t know well.

Businesses, regardless of their size are seeing the advantages of diversity. Now more than ever, consumers of our products and/or services are coming with a wide range of needs supported by culture, race, gender and geography. We are living in a diverse and global economy and isolation is impossible and unhealthy.

As more and more women join the ranks of executive business leaders, they bring with them their unique understanding of how to build and nourish relationship, the importance of community and their sustainability. Women are leading the way towards a global recovery.

“She saw more than what we were. She saw what we were to become.”

The Positively Powerful Woman of Global Leadership Award will be given to Kay Kallander for her many contributions as Senior Vice President for Strategic Planning American Baptist Homes of the West (ABHOW); for her design and launch of The Grove, an acclaimed memory support program; chairpersonship of EMERGE, Aging Services of California’s leadership development program; the launch of Leadership ABHOW; her contributions as a delegate to the White House Conference on Aging; representation of the U.S. in Australia at the first Alzheimer’s Association/E-Rotary conference on Alzheimer’s disease; leadership in the  structure of the innovative Leadership AAHSA fellowship program in which she serves as the lead coach and being the recipient of the 2008 AAHSA Mentor of the Year award.

Kay Kallandar is a role model for what it looks like to “have it all” – family, meaningful career, servant leadership and the ability to be positively powerful with grace, humor and style. Florence Nightingale was a history maker. So too, is Kay Kallander.

For her many contributions, Kay Kallander will receive the first Global Leadership Award in the Positively Powerful Women Awards’ 4 years history. She embodies what the Positively Powerful Women Awards stand for: “The empowerment of all people through the celebration of women’s accomplishments in ways that inspire all others to live their dreams.” This annual award is given to women who have founded or lead legacy organizations…organizations that have stood the test of time. During a  gala awards luncheon May 20, 2011 at the Phoenix Ritz-Carlton, Kay Kallander will be honored as royalty for her hard work, resourcefulness, diligence and stand for excellence in global leadership for the aging and health services. While she preferred to remain silently in service (as do so many women making a significant difference), Kay was assured that the commitments near and dear to her heart would share the spotlight with her. Consider these statistics:

• With over 100,000 vacant positions and an ever-growing need for healthcare workers, the career outlook is excellent for the nursing field. Nursing is a highly regarded profession. A 2004 Gallup Poll announced that the public again voted nurses number one for “honesty and ethical standards of various professions.” For those who have a passion for the care of others, we will salute you.
• This year, the first baby boomers turn 65. While Alzheimer’s is not normal aging, age is the greatest risk factor for the disease. “Too many of America’s baby boomers will spend their retirement years either with Alzheimer’s or caring for someone who has it.” For care givers and those searching for a cure, thank you.
• In partnership with Enterprise Community Partners, Inc., AAHSA convened a National Summit on Affordable Senior Housing and Services on May 25, 2010. The event brought together nearly 100 experts to discuss role of affordable senior housing and service models to help lower-income seniors “age in place”; share promising practices and policy initiatives; and identify barriers to the of models. Aging in place, ABHOW’s CCRCS, nursing care, affordable housing and assisted living are important initiatives for us all to consider.

If you would like more inspiration on what is possible when one chooses nursing as a profession, please read on. Then let your imagination about your contributions soar.

Kay Kallandar’s management expertise and commitment to quality are grounded in frontline experience. A registered nurse, she joined ABHOW in 1985 as director of nursing at Plymouth Village in Redlands, Calif., after 12 years of nursing work in hospital and home health settings. Throughout her career, she has volunteered as a nurse through World Vision, traveling to such countries as El Salvador, Guatemala, Haiti and Tanzania and working in refugee camps in Cambodia and Thailand.

Once at ABHOW, she took on ever-expanding roles, becoming assistant administrator then executive director of Plymouth Village before joining the corporate team in 1996 as senior vice president and chief operations manager. She moved into her current role in 2001.

While at Plymouth Village, Kay Kallander launched The Grove, an acclaimed memory support program that ABHOW has since expanded to five communities with several more programs in development. Her goal is for The Grove to be in every ABHOW CCRC. Designed for her MBA thesis at the University of Redlands, The Grove emphasizes residents’ abilities rather than disabilities and encourages staff to enter the world of residents. She has shared The Grove’s approach with national and international groups. In 2004, she represented the U.S. in Australia at the first Alzheimer’s Association/E-Rotary conference on Alzheimer’s disease.

Kay Kallander’s work has led to other invitations to lead and speak. She served as a delegate to the White House Conference on Aging. She currently serves as chair elect of Aging Services of California. In addition, she is a trustee for American Baptist Seminary of the West and an advisory committee member for the health care administrator certificate program at the University of Redlands, where she also earned her bachelor’s degree and was named Alumni of the Year in 2001.

Much of her focus today is on cultivating the next generation of senior living leaders.  She understands that a commitment to excellence must include the intentional formation of leaders. She helped structure the innovative Leadership AAHSA fellowship program in which she serves as the lead coach. She received the AAHSA Mentor of the Year award in 2008. (AAHSA is now named LeadingAge.)

In addition, she is chair of EMERGE, Aging Services of California’s leadership development program, and she launched Leadership ABHOW, the company’s yearlong initiative to create a ready reserve of trained and licensed team members who can move into management-level positions as they become available. In her teaching and coaching, Kay Kallander’s aim is always the growth and self-development of others. She motivates people by first having faith in them. As one AAHSA fellow put it, “She saw more than what we were. She saw what we were to become.”

It’s this belief in potential, coupled with her passion for excellence, which brings Kay Kallander into relationship with emerging leaders. She invests in others because she is ultimately a person of hope. In the words of another AAHSA fellow, “Kay affords people the opportunity to turn their potential into reality, their dreams into destiny. Her impact cannot be measured because there is no telling where her influence will stop.”

Kay is known for her commitment to excellence in the service of others. For more than 25 years, she has advanced the senior living profession through pioneering efforts in Alzheimer’s care and memory support, planning for the future of aging services, and mentoring of the next generation of leaders.

As senior vice president for strategic planning for American Baptist Homes of the West (ABHOW), Kay Kallander guides the company’s award-winning initiatives in quality management, governance, leadership development, and communications. She oversees the accreditation process for ABHOW’s continuing care retirement communities, and she promotes the companywide commitment to Quality First, a national initiative of American Association of Homes and Services for the Aging to build public trust through exceptional service. ABHOW’s Quality First efforts are considered best practices across the nation.

Note: After this post appeared, we received this message from Michele Hollaran. Her thoughts provide background on why we said in our post, Kay has it all. “Kay has been my role model for many years. What… is so important to Kay, is her family. She is an exemplary wife, mother and person of deep faith. When I think of all the people who have touched my world in a profound way, Kay is right up at the top of the list. She has been by my side, lending me support and hope, more times than I can count. She is a positively powerful person in every aspect!”

For more information on the 2011 Positively Powerful Women Awards please click here.