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Case Studies



Case Study:
Nonprofit Association

Work/Home Imbalance:
The enormous professional and personal suffering that results from ignoring human needs and wants in the workplace. A potentially explosive mixture when work life and home life compete for attention.

The Challenges:

  • Turning two potentially conflicting priorities into complimentary supportive partners.
  • Reducing the high cost of lost production due to personal and family issues and stresses.

The leadership of this nonprofit association was beginning to burn out. Working into the evenings and weekends to try to grow their services and reach more needy people meant this executive's family was being neglected. He needed some guidelines in balancing these priorities, and skills in delegating some of the workload. As is always the case, the problem was not a shortage of time, but a management of time. The executive saw that in order to utilize this challenge as an opportunity, he was going to have to make some decisions that were outside of his comfort zone.


"With the leadership tools we learned in the Pathways to Leadership® training, our work team began to provide an even higher level of community outreach, but we were still able to maintain a work/home balance using the Homeward Bound framework. Our dream of becoming Colorado's finest non-profit organization seems to be on track. Recently, we were proud to be recognized on the floor of our state legislature for the treatment we provide to low-income families in our communities." Executive Director, Dental Association


Tools and Concepts

Note: The following steps represent only a few of the key concepts and tools applied in this case study.
  • This executive discovered that in order to have more personal time with his family and recreation time for himself, he would have to have the discipline to schedule it.
  • To free up this personal time, he was going to have to take his delegation skills to an even higher level. He began by reviewing the Big 5 of the New Leader's Job. These 5 qualities of top leader are key to creating a team that is hungry for new responsibility.
  • In the process of delegation, he used another tool, The 3 Conditions that Support Change. Business as usual would have to change if his staff was going to be taking on more of the load themselves. Any successful change effort has to embody these three parameters: (1) people have to feel capable and confident, (2) people must be included in the change process, (3) people must be aware of the benefits to them in any change effort.
  • This led to his team members demonstrating a hunger to learn and a willingness to achieve. Now, in a fraction of the time it had taken him to do it himself, several of his top people were successfully taking on higher level tasks.
  • Using the Homeward Bound Framework when he left the office enabled him to wrap up his work day and plan his evening in just a few minutes.

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