I really enjoyed the sentiments in this recent blog article from Siimon Reynolds.
His 2 BIG ideas –
BE YOUR OWN BEST FAN and INVEST IN YOUR OWN COMPETENCE.
You can read the full article here.
This is good news for the charity sector.
The Australian Tax Office has decided not to appeal a Federal Court decision giving national Not for Profit, the Hunger Project, Public Benevolent Institution status – paving the way for more charities to access the fundraising status.
This means that more charitable entities that primarily fundraise for the relief of poverty, sickness, destitution and helplessness may be entitled to obtain endorsement as a Deductible Gift Recipient, or gain access to an exemption from fringe benefits tax.
See more in this article.
There is a lot of talk recently about the future of the Australian Charities and Not-for-profits Commission (ACNC)
Here is a link with an update.
People are very complex beings. I really enjoy working with people.
I have a few keys that help me understand human behaviour. One of them is the power of the mind, and my responsibility to manage what goes on between my ears.
I have found many people who believe strongly in something, but then behave in the exact opposite way. This is because they have allowed a stronghold to develop in their mind that is different to the conviction in their inner-world.
The strongholds (good and bad) in my mind have been built one brick at a time. I allow thoughts to stack up my mind. I allow a stronghold or mindset to develop, which affects my behaviour despite what I believe.
A stronghold is a mindset, a powerbase, an attitude and a thought habit. A stronghold is:
Strongholds (good and bad) may or may not be built on a conviction in your inner world. Strongholds not built on a conviction are simply examples of positive or negative thinking. Convictions determine your believing, while strongholds determine your behaving.
You can change your mind to change your world.
Reflecting today on some writings by Gene Appel as I work with a new batch of clients.
SEVEN UNCHANGEABLE RULES OF CHANGE
Mark them well. In forty thousand years, they have not changed one iota:
1. People do what they perceive is in their best interest, thinking as rationally as circumstances allow them to think.
2. People are not inherently antichange. Most will, in fact, embrace initiatives provided the change has positive meaning for them.
3. People thrive under creative challenge but wilt under negative stress.
4. People are different. No single “elegant solution” will address the entire breadth of these differences.
5. People believe what they see. Actions do speak louder than words, and a history of previous deception octuples present suspicion.
6. The way to make effective long-term change is to first visualize what you want to accomplish and then inhabit this vision until it comes true.
7. Change is an act of the imagination. Until the imagination is engaged, no important change can occur
As I coach people I often conduct a range of assessments to help them identify “where they are at” now and start to map out a journey to strengthen some key areas.
Often a discussion will involve “skills” and “competencies” – there are ways to strengthen both.
So, what is the difference between skills and competencies?
Let’s look at communication as an example. A person can become a good presenter through practice, learning from others, and education but in order to be a strong communicator one must rely on a combination of skills PLUS behaviour and knowledge.
A person can learn how to be a good presenter but only a strong communicator has advanced language skills, the knowledge of diverse cultures, and behaves patiently when communicating.
In short, skills are specific learned activities like mopping the floor, using a computer, and stocking merchandise, while competencies are skills + knowledge + behaviour like problem solving, communication, or professionalism.
Competencies effectively fall in 3 groups:
Questions are a key part of quality supervision.
Through the process of supervision the supervisee is given the opportunity to reconstruct their view of a particular issue or difficulty. This is achieved by the supervisor asking them questions to try to help them see things from different perspectives and in different contexts.
To help people come to conclusions and solutions under their own steam, the supervisor may wish to refrain from giving any advice until towards the end of the supervision conversation. However, this does not mean that they should not tell a supervisee what to do, especially within an urgent setting, often clinical.
(Diagram source – London Deanery 2012)