Mission, Management, Performance = Balanced Leadership


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Critical Thinking Requires Analysis & Evaluation

For improved Humane Society performance, start at the top and find the "right" board members

Start with asking what does your nonprofit need to advance its mission right now and in the future? A board member with financial expertise?  Connections in the community? Someone familiar with the individuals served by the nonprofit? Once you have identified the skills and experience your nonprofit needs, you're ready to identify and recruit  new board members. The recruitment process requires both "vetting" a candidate and “cultivating” the interest of a potential future board  member until he or she is ready to accept an invitation to become an ambassador and advocate for the nonprofit. Some nonprofits find that  asking potential board candidates to first serve on a committee or task force, or volunteer for the nonprofit in another way, is a good way for both nonprofit and potential board member to find a good fit. 


Source: National Council of Nonprofits


Caveat: Experience requirements measures time, not skills. There is no positive correlation between work experience and skills, knowledge or success. Using work experience as a predictive model for future performance is highly unreliable. 

Is Your Skill Set Analysis & Evaluation?

The higher ordered thinking skills needed by board members and executive directors to effectively govern a Humane Society are analysis and evaluation. In 1956, Benjamin Bloom, educational psychologist, formulated the levels of cognitive processes. In 2001, a group of cognitive psychologists revised Bloom's Taxonomy. 

Bloom's Explained

Analysis & Evaluation Requires System 2 Thinking

Thinking, Fast & Slow - New York Times Bestseller

System 1 & 2 Thinking

 In Thinking, Fast and Slow,  Daniel Kahneman (Nobel Laureate) takes a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical.  Kahneman exposes the extraordinary capabilities—and also the faults and  biases—of fast thinking, and reveals the pervasive influence of  intuitive impressions on our thoughts and behavior. The impact of loss  aversion and overconfidence on corporate strategies, the difficulties of  predicting what will make us happy in the future, the challenges of  properly framing risks at work and at home, the profound effect of  cognitive biases on everything from playing the stock market to planning  the next vacation—each of these can be understood only by knowing how  the two systems work together to shape our judgments and decisions. 

System 1 Thinking

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  • Initial reactions
  • Can be impressive
  • Decisions made while standing
  • Quick conclusions
  • Intuition/Gut Reaction 
  • Utilized by Spokespeople  

System 2 Thinking

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  • Analyzing a problem
  • Not immediately impressive
  • Is empathetic 
  • Is skeptical
  • Seeks more information
  • Utilized by Consultants