Emotional Intelligence and Neuroscience develops a leader’s ability to understand and leverage their emotions, influence individuals and teams dealing with complex issues and dynamics, and sustain mutually beneficial relationships with a wide range of stakeholders. In addition, Nonprofit leaders have complex stakeholder groups to collaborate with and navigate their work. Understanding oneself and others becomes critical tools to move agendas, build great functioning teams, and develop the kind of trust-based relationships that grow great organizations. Leaders will:

• Complete the EQi – Emotional Quotient Inventory (one of the most highly used EI assessment instruments available) prior to the program and receive their results at the event.
•  Learn cutting edge neuroscience ideas that can be immediately implemented in group and workplace settings
• Apply EI concepts to self -management, restraint, emotional agility and constructive engagement with team members and boards.
• Build an action plan to proactively address EI development needs.

How can you assure that you are leading effectively to engage and support each team member to be accountable and engaged? As we hold 1:1 and team conversations, we want to have an impact, yet meetings are challenged with endless topics, task agendas and conversation detours! 

Coaching is an approach that regardless of topic, offers a proven method to agree on a way forward from any conversation. With the right framework and planning, your 1:1s are more structured and lead to higher individual accountability. This interactive session explores how to coach in 1:1s and in the moment to achieve more impact and drive your team’s engagement and success.

Objectives:

1. Identify essentials to prepare for a coaching conversation.
2. Explore a four-part coaching framework and why each element is important.
3. Learn and practice with coaching tools for general performance coaching and for challenging conversations.
4. Plan a real coaching conversation and peer coach in a private setting.
5. Drill down on the barriers to accountability and how to leverage coaching to turn “accountability” into “ownership.”

One of the most powerful leadership postures is the ability hold on to the essential elements of an organization’s values and history, be in the present to address the current issues of the day and to dream for a better future.  Strategic thinking and planning give both content and structure to   diagnostic, dreaming and execution processes.  Learning how and when to mobilize stakeholders in this process is critical and all change efforts must be a shared responsibility to ensure success.  Strategic thinking and planning help institutionalize continuous learning and reflection and allow leaders and organization develop agility, adaption skills and greater capacity to experiment to reach new goals.  Leaders will:

• Investigate the definition of and interconnected nature of strategic thinking and planning
• Explore and play with a number of strategic thinking exercises with a focused goal
• Learn and experiment with a 7- step model of strategic planning which includes: Aspiration: Goal Setting, Continuity: Core Values of Organization, Logistics: Who, How, When, Data Mining: Collection & Analysis, Focus: Prioritizing Needs, Design: Action Planning and Sustaining: Re-invest to Eclipse the Current with the New
• Begin to identity a potential aspiration for strategic work within their organizations

This half-day session, led by Julie Clark,  BVU’s Vice President, Nonprofit Engagement, is designed as an interactive workshop that addresses the role of board and staff leaders in guiding and shaping a board to advance the organization to achieve full potential.  Topics typically covered include:

• The role of the board
• Best practices in governance (statement of expectations, accountability, board succession plan)
• Meeting management — what makes a good board and committee meeting; bad meeting
• Board communications – dashboards & consent agenda
• Succession Plan for Board Chair & board leaders