101 Leaders Blog

2006-09-10T11:10:00.000-07:00

Inaugural Summit generates Rave Reviews!

101 Leaders Summit - 2006
for Non Profit & Charitable Leadership

Date: September 8, 2006

Venue: Sherwood Country Club in Thousand Oaks, CA

Event Summary

The 2006 Summit gathered a diverse representation of regional charities, schools, government and community services and professional services.
The "Three Pillars of Content" : Presenters introduced ideas and dialogue to inspire new attitudes and new approaches towards -
1) generating more revenue, 2) building greater support and 3) developing your leadership team.

Attendee Comments

The following comments were made by attendees during a casual focus group following the event:

“The event maintained a good pace and was high energy.”

“I was excited at the magnitude of the content.”

“There was a good mix of head & heart.”

“Presentations stayed focused and high level.”

“The panelists were fabulous.”

“I discovered what great resources exist in our community.”

“Good practical sharing and exchanging of ideas.”

“Great venue and flow of activities.”

“Good networking opportunity.”
" I need a bigger hat for all the new information in my head."
" The gifts, books, and CDs we received all day made it even more fun."
" The event ended exactly on time. How did you do that?"
" Everyone got a chance to participate and you listened to our input."

Attendees

Thank you each for your active participation...

805 Living Magazine

A.G. Edwards

Alliance for the Arts

American Heart Association

Biola University

Boys & Girls Clubs of Conejo & Las Virgenes

Cal State Univ. Channel Islands

California Lutheran University

Casa Pacifica
Cathcart Institute, Inc.

Christian Foundation of the West

Chrysalis

Conejo Las Virgenes Future Foundation

Crescendo Interactive

Cupid's Coach

Frumi & Associates

Go Be Do Productions

Herzog Wine Cellars

Hoefflin Law
Infinite Strategies Coaching

Interface Children & Family Services
Kruse Design Services
Lefko Group - Facilitators

New West Symphony

Our Redeemer Lutheran Church

Patrons Association of LA VC

Principle Based Enterprises

Rotary Club - Conejo Valley Centennial

Senior Concerns

SEV YMCA

Simi Valley Buick

Sonic Ventures

Stirling Behavioral Health Institute

Structure Development, LLC

The Ackert Advisory

The Jewish Federation Valley Alliance

United Way Ventura County

Ventura County Community Foundation
Ventura County Sheriff's Department

Presenters

Thank you each for your valuable insights and contributions...

Sheriff Bob Brooks

Ventura County Sheriff

Jim Cathcart

Professional speaker & author

Founder of 101 Leaders Institute

Marty de los Cobos,

VP for University Advancement,

California State University Channel Islands

Art Hobba

President of Principle Based Enterprises,

Organizational Development Specialists

Mark Lefko

President of Lefko Group

Specialists in Off-site Corporate Retreats

Linda Livingstone,

Dean, Graziadio School of Business & Management,

Pepperdine University

Charles Maxey

Dean, School of Business

California Lutheran University

Hugh Ralston

President, Ventura County Community Foundation

Charles Schultz

President of Crescendo Interactive,

Total Planned-Giving Solutions

Jeff Tanenbaum

Professional Fund Raiser & Business Coach

Partner in 101 Leaders Summit

2006-08-08T12:33:00.000-07:00

A Powerful Line Up of Speakers for the First 101 Leaders Summit

by Jim Cathcart

We are pleased to announce the release of the 101 Leaders Summit Speaker Line-up and Program. This will be the leadership event of the year. With limited seating, don't miss out. Make plans now to sign up your leadership team.
Download the Summit Enrollment Package here

Speaker Line-up and Program

8:30 Welcome and Introduction by Dr. Terry Paulson of Agoura Hills

8:40 Keynote Speech

Jim Cathcart, professional speaker & author, on "Mindset, Skills & Systems: The Need for People Who Can Lead."

9:45 Breakout Seminars – Session 1

Jeff Tanenbaum, professional fund raiser & business coach, on "Fund Raising & Auction Strategies"

Mark Lefko, Lefko Group, on "Holding Off-Site Leader Retreats,"

11:00 Breakout Seminars – Session 2

Charles Schultz, Crescendo Interactive, on "eMarketing & eRelationships to grow your organization"

Art Hobba, Principle Based Enterprises, on "Discovering and Nurturing Leadership Talent in your Organization"

12:15 Plated Luncheon & Panel Discussion

"Right Here & Right Now - The Need to Lead" -
An exploration of the current and foreseeable leadership needs
and resources here in the 101 Corridor, Panel to Include:

Bob Brooks, Ventura County Sherrif

Hugh Ralston, President, Ventura County Community Foundation

Charles Maxey, Dean of Business, California Lutheran University

Linda Livingstone, Dean of the Graziadio School of Business & Management, Pepperdine University

Marty de los Cobos, VP of Cal State University Channel Islands

2:00 General Session

Cathcart & Tanenbaum, "Revenue, Supporters & Leaders - Three things you can't get too much of"
(Cameo presentations and comments from local leaders with best practices and key strategies for increasing all three vital areas.)

3:15 Roundtable Discussions

2 Rounds of Discussion at Each Table Exploring Issues of Vital Concern

4:30 Closing Keynote Address

Cathcart, "Now is the Time, This is the Place, Are You the One?"

5:00 Adjournment

Limited Seating.

First Attendee: $395; Additional Attendees from Same Organization: $295
(Discounts available for ten or more enrollments per Organization)

Visit the 101 Leaders Alliance Website

Click here to download the Summit Enrollment Package

101 Leaders Alliance
Developing Leadership for Today's Challenges and Tomorrow's Opportunities

The 101 Leaders Alliance, created in 2003 by Jim Cathcart, was formed for the expressed purpose of advancing the leadership skills at all levels of organizations throughout the "101 Corridor" from Calabasas to Ventura along Highway 101. The 101 Leadership Summit is a collaboration between Cathcart Institute, Inc. and Infinite Strategies Coaching.

Jim is a world renown speaker and author. He has authored 13 books including two bestsellers: The Acorn Principle and Relationship Selling. He works as a business advisor to numerous executives and serves on the advisory boards of the Schools of Business at both Pepperdine University and California Lutheran University. Jeff Tanenbaum, founder of Infinite Strategies is a business coach and professional fund raiser. He serves on the Executive Committee of a National Real Estate Auction firm and sits on several local Industry and Non-Profit Boards. Jeff coaches business owners, executives, professionals and non-profit organizations how to achieve peak performance as leaders in their businesses, communities and lives.

Mr. Cathcart and Mr. Tanenbaum are residents of the 101 Corridor.

2006-07-14T13:45:00.000-07:00

How to Say "Thank You" Effectively
by Jim Cathcart, founder, 101 Leaders Institute

The way to tell if your "thank you" message worked is to determine whether the recipient feels thanked. It is not important whether we "say" thank you. What matters is whether the person we thanked actually felt our gratitude. People who feel our thanks tend to be more likely to assist us again.

In fact, it is known in psychology that a person will feel more beholden to you if they do something for you than if you do something for them. Confusing isn't it? You'd think that by doing something for someone else, they'd respond with a feeling of gratitude or "I owe you one." But that's not how it works in the human emotions. We actually feel more connected to the people we have helped than to those who have helped us. So, our actions have a stronger impact on our feelings than the actions of others do. With that in mind, let's look at some effective ways to assure that people know you are grateful.

Call and thank them
Note specifically what they did that you are grateful for and why it matters to you
Write a thank you note to them personally
Acknowledge them with a toast at a dinner or reception
Thank them in a board or committee meeting "on the record"
Make a personal appointment with them and tell them what you appreciate
Send them an email thank you card or message
Send a greeting card
Arrange to have a total of three people thank them in various ways
Send a formal letter of thanks on your stationery
Give them a certificate, plaque or gift to commemorate their contribution
Provide a plaque that has a space for updates showing the year(s) of giving
Invite them to a lunch, breakfast or cocktails as a thank you
Provide them with attendance at a VIP event to show your gratitude
Find out what they love and give something related to that
Ask them or one who knows them, "what is the most special gift they ever received?" Give something like that
Ask them to do something more. Show that you want to keep them involved
Call and seek their advice and remind them how much you value their input
Hold a meeting where everyone brainstorms creative and non traditional ways to say "Thanks!"
Add the giver's name to a list of donors, contributors or key supporters
Do something permanent so they know you mean it.

The Golden Rule says we should "do unto others as we would have them do unto us" but they may not be like us. So, do what Tony Alessandra calls "The Platinum Rule": "do unto others the way others want to be done unto." Treat them the way THEY want to be treated. Thank them in the ways that they consider to be gracious and grateful.

In the final analysis what matters is whether they consider that you have appropriately thanked them. If you have then the transaction is momentarily complete. Now reconnect with them and start a new activity.

copyright 2006 Jim Cathcart

2006-07-14T13:41:00.001-07:00

The Chairperson's Planning Guide
(To be completed in writing)
"If it isn't written, it isn't a plan." Jim Cathcart
"Plans are nothing but planning is everything." Dwight D. Eisenhower
"No plan survives its contact with reality." Leland Russell

1. What is Your Primary Purpose? Describe your desired outcome. What will the successful effect be if you do what you plan to do?
2. Determine the Need. What is it that you plan to do and why does it matter? Who is concerned about it? Who will be affected by it? How urgent is it? How big is the need?
3. Relationship to Other Goals. How does this project fit into the other priorities you are working on? Does it help lead you to another accomplishment or away from it? Are there others who are working on related tasks? How might you combine efforts with them?
4. Establish Priorities. Define the importance of this project in relation to the other interests on your list. Should this come first, second, last? Is your method of setting priority based mostly on hard facts, other people's opinions, your own feelings, relative risks, or what?
5. Set Your Goals. Define specifically what you will do, by when and to what extent. Make sure it is measurable, achievable, challenging, and most of all...desirable. You and others must truly care about whether these goals are reached.
6. Brainstorm possible obstacles and how you will address them. See your problems before they occur.
7. Identify Your Resources. Who can help? What tools will be needed? What information will be needed? What skills will be essential to your success?
8. Define the Steps in the Process. Identify your milestones, checkpoints, and key events. Know every step that has to happen in every aspect of the project.
9. Budget and Schedule. Then Schedule and Budget. Determine the cost of doing what you plan. Specify the revenue that will be generated and when it will arrive. Also specify the costs you will incur and when you will incur them. Lay out a detailed time-line of the steps and budgetary effects, then revise and improve the schedule and budget to achieve the optimum plan.
10. Do It Now! Get started today. Stop planning and start doing. Call people, take action, get moving, produce measurable progress now.
11. Watch Yourself and Improve. Do an after-action review as each part is completed. Ask what worked and didn't. Determine why. Avoid blame, just analyze and learn from it. Ask the WIN question, "What's Important Now?" Revise your plan constantly to reflect the best approach now. When in doubt...stick to the plan! Follow your plan until shown concrete reasons to do things differently. The success of most endeavors is found in the persistent actions and daily improvements.
12. Celebrate! Take time to enjoy your success...but not too much time. There is more to be done and more people who need what you can do.

copyright 2006 Jim Cathcart, Lake Sherwood, CA, USA

2006-07-14T13:41:00.000-07:00

How to Hold a Good Meeting
by Jim Cathcart, Founder of 101 Leaders Institute

One of the universal attitudes in society today is that
most meetings are a waste of time and
there is no such thing as "a good meeting."
It doesn't have to be that way. After all a "meeting" is
simply a gathering with others for a specific purpose,
kind of like a ball game or a party but with more
interaction and less physical.

1. Start and end ON TIME! It is not polite to wait for everyone to arrive before starting, in fact that is impolite. It disrespects the courtesy that others have shown by arriving on time. Kill the concept of being "fashionably late" and get people used to having 2 oclock meetings actually begin at, or very near, 2 oclock. And when the end time has arrived, even if the meeting didn't achieve its goals, offer people the opportunity to adjourn as they expected to, then reconvene when practical. Meetings that run overtime are evidence that the leader isn't skilled at running meetings.
2. Stay ON TOPIC! A meeting should have a purpose or it shouldn't be held. Let people know why you are meeting and what you hope to achieve. They will help you achieve it if they know what it is and why it matters. During the meeting politely acknowledge any off-topic comments and defer them to a separate meeting or time. Other items may be important but this meeting needs to achieve its own purpose first.
3. Start with an attention getter. You don't have to fire a cannon to get started but you do have to break the attention barrier appropriately. A good starter for most meetings is to loudly announce "Welcome Everyone! Let's get started." Then proceed as if you already had their attention. Those who are talking will stop if you continue to begin the meeting. If you wait for them to become quiet then you will put a chill on the entire group. Just start the meeting and let the group quiet each other.
4. Don't position anything as "before we start." If you are making housekeeping announcements, you have started. This IS part of the meeting, so get on with it. Also, do not start with a call for open comments or questions. You are the meeting's leader so LEAD! The group is waiting for you to show them direction and guide the discussion.
5. Eliminate distractions early. If a noise can be diminished by closing a door or a glare eliminated by drawing the curtains, do so right away. People won't hear your ideas if they are distracted by visuals or sounds or temperature problems. If others are talking and won't shut up, ask them politely to continue their discussion outside the room.
6. When introducing someone to address the group, tell them: why this speaker is addressing this group at this time on this topic. Don't just read their resume' and expect people to be impressed. Also, stay in place at the speaker stand until the next speaker takes over. Don't vacate the stage while they are walking forward.
7. When someone is finished addressing the group, thank them and step up to the lecturn or sound the gavel for the next topic. Waiting for them to stop on their own can often lead to long awkward moments and sometimes ruin your meeting. Take the cue that the time has expired and just say, "thank you Ellen, we have run out of time. Let's continue that dialogue offline after the meeting." Audiences despise meeting chairs who don't have the courage to do what is right. Instead of being courteous to the presenter try being more courteous to the entire audience when someone runs over time.
8. Don't try to cover every topic regardless of time frame. As the meeting unfolds, judge the best use of the remaining time and cover the important items during the meeting, leaving lesser topics for later. If your meetings are always overtime, either schedule longer meetings or learn to run meetings efficiently.
9. Lighten Up! Have fun in the meeting. Don't sacrifice progress for fun, but enjoy the process. If a senior or valued attendee comes into the room during the meeting, pause and welcome them. Keep it real, don't pretend that people don't notice.
10. Respect each other's time and topic. Keep the meeting on issue and allow each person their moment in the spotlight. Hear them out, keep them timely, and then move on. Most meetings run astray over mixing too many topics into one discussion. Print your agenda and hold people to it.
11. Let people know how it went. Send a summary or recap to the attendees. Remind them of decisions that were taken, commitments made, goals agreed to and other outcomes. Document the effect of the meeting so all can see what they achieved.

Copyright 2006 Jim Cathcart, Lake Sherwood, CA, USA

2006-07-14T13:40:00.001-07:00

How to Motivate Volunteers
by Jim Cathcart, Founder, 101 Leaders Institute.

"People do things for their reasons, not yours." author unknown
"A person convinced against his will is of the same opinion still." Benjamin Franklin

1. Give people a reason. There has to be a motive if you want motivation. Motives vary from person to person and time to time, but all actions are driven by some motive. Appeal to compassion, pride, fun, fulfillment, significance, conformity, or whatever appropriate motive might get people to do as you desire. Base it on their wants in relation to your goals.
2. Be specific. People can contribute Time, Talent or Treasure but they need to know exactly what you want before they can determine how to best get it for you. Tell them what you need and by when. Show them or describe to them the ideal outcome you are seeking.
3. Have the attitude of gratitude. Being grateful is the psychological equivalent of magnetism. People are drawn to others who are appreciative. Thank people, point out what they have done and how it mattered. Show your appreciation for what you receive. "Give without remembering and receive without forgetting."
4. Inspect what you expect. Be a good supervisor. Show that you are concerned, involved and paying attention, but do not hover over others as they work and micro-manage with constant corrections. Agree with them as to how you will monitor their progress, in that way they will expect you to be watching but not become bothered by it.
5. Sell the vision and purpose. Continually talk about the bigger purpose behind the actions. Walt Disney showed everyone his dream of Disneyland. He built models, drew pictures, told stories and dreamed aloud so that everyone could see the goal and feel its value. They say that the person who knows how to do something may have a job but the one who knows why it matters will always be their boss.
6. Collaborate with your volunteers. Treat them as your equals. Show them that you respect them and appreciate the value of what they are doing. Ask their opinion. You don't have to always follow their suggestions but you should listen to them and seriously consider them. Most breakthroughs are achieved through the suggestions of the workers rather than their leaders.
7. Celebrate their successes. When something good is achieved take time to point it out and comment on it. Saying 'thank you' and 'good work' goes a long way to keeping people motivated. Remember, they are volunteers.
8. Treat failures and mistakes as teachable moments. Instead of blaming, accusing and criticizing, use these occasions to do an after-action review of what happened, why it happened, and what effect it had. Then look for ways to avoid allowing it to happen again. Determine whether it was due to something: situational, personal, interpersonal, technical, or systemic. Then correct the cause.
9. Document the actions and outcomes;what was done and how it worked. Help people have a tracking system to assure that they know when they are on and/or off course. Things that are measured tend to improve, so be careful to set up measures. Know the progress and document what you have learned together.
10. Trust people a bit more than they deserve. Someone with no experience leading others would be ill equipped to take charge without some supervision, but with constant supervision, they'd never learn to lead. Give people enough room to take decisions and make mistakes but not so much room that you put everything at risk. There must be enough trust so that people find their own solutions, otherwise you will always have to supervise them. Remember; the role of a supervisor and motivator is to become progressively unnecessary. You will know you were successful when your motivation is no longer essential.

Copyright 2006 Jim Cathcart, Lake Sherwood, CA, USA

2006-07-14T13:40:00.000-07:00

Public Speaking Tips
Keys to successful presentations
by Professional Speaker and Author Jim Cathcart,
Speaker Hall of Famer and cofounder of the Professional Speaking Institute.

1. Remember, it is not the speech that counts. It is the value of the message to the audience that matters most. If you can reach the audience effectively then your speech was successful. So, don't focus on your speech, focus on getting your audience to understand and accept the message.
2. Dress Appropriately. Don't dress to impress, dress to succeed. If you are speaking to farmers at their local co-op, don't wear a three piece suit. Go for business casual. But if you are addressing a formal awards banquet, put on your best formal attire. Don't dress to be attractive, dress to be persuasive. You want credibility first, charisma second.
3. Know why this group should want to hear about this topic from you at this time. Determine what the message will mean to them. How will they benefit from knowing what you know and agreeing with your suggestions? Answer their age old question "WIIFM- What's In It For Me?"
4. Don't open with a joke, unless you must. Your opening should be designed to connect with them, not just to amuse them. If you want to be credible then tell them why you are here today and what benefit they will get from the ideas you are about to present. Jokes are fine but don't make them the purpose of your speech, unless you are a humorist.
5. Organize your thoughts in threes. People retain things well when they are presented in small groupings. Three is a good working number. Break your message into three main points, illustrate each one with an example or a story, then conclude by showing them specifically what to do next.
6. When in doubt...tell a story. True stories are best, but fables, parables, hypotheticals are also just fine. Be sure that you bring your points to life by describing how people can use or understand what you are telling them. The greatest teachers through time were excellent story tellers; Jesus, Abraham Lincoln, Mark Twain, Will Rogers, Ronald Reagan, Confucius. When asked to describe her ministry, Mother Teresa replied, "Come and look! Come and look." Don't just talk about things, bring them to life for people.
7. It's OK to use PowerPoint, but it's not OK to depend upon it for your success. Let your visuals reinforce and enhance your message. Don't expect them to carry your message, that's your job. Use visuals sparingly.
8. Turn on the lights! Let people see you and make sure you can see them. Your best and most important audio-visual is your own face. Do not stand at a darkened lectern while slides give your speech. Stand in the light and talk with your audience. Put the slide screen off to one side.
9. Get away from the head table. Do not stand behind a table filled with others who are also facing the audience. Head tables are dead, relics of a bygone era. Have reserved seating up front if you must, but have only the speaker stand on the stage. Focus the audience's attention on the person they are expected to listen to. Keep others out of their line of sight.
10. Be real and have fun. If your notes fall to the floor, say "excuse me" and pick up your notes. If someone says something funny, laugh along with the audience. Relax, this is your chance to connect with people and to make a difference. Be yourself, not some speech teacher you thought you were supposed to be like. You'll do just fine. Trust yourself.

Copyright 2006 Jim Cathcart, Lake Sherwood, CA, USA

2006-07-14T13:39:00.000-07:00

Behavioral Economics
Every action has a value or a cost.
by Jim Cathcart

When you apply the science of economics to the study of human behavior some wonderfully useful insights occur. For example; once you realize that there is a tangible and measurable value to behavior, you will begin to think about them differently.
This past Monday I addressed a group of about 400 Taxation Professionals, numbers people who work in a world of documentation, compliance regulations and statistics. When I presented this concept to them they instantly "got it" and, in fact, at the end of my speech they lined up to shake my hand and tell me how much they liked this way of thinking about behavior.
Here is the gist of the idea:
Every action we take or fail to take can be tracked sooner or later by measuring its value or cost, e.g. if we fail to prepare for an important event there will be a true cost to our lack of preparation. If we develop the habit of reviewing what we need to know just prior to meetings in which we will use the knowledge, then we will be able to participate in the meeting more spontaneously and usefully.
Behavioral Economics has three main components:
1. How we Think
2. How we Relate
3. How we Act
If people in an organization understand and embrace the purpose, vision, mission and values of the organization then they "embrace its genetic code." These people bring more value to their work than their counterparts who think differently.
When you find meaning in what you do, you bring more value to how you do it.
This is merely one component of How we Think.
The ways in which people communicate or "Relate" to each other has a measurable value as well. Coworkers who don't communicate openly and freely often operate with incomplete information and erroneous assumptions. This can have disastrous consequences financially.
There are three essentials for any relationship, whether it is with customers, colleagues or supervisors. These are: 1. Both parties must be committed to making the relationship successful. Nobody can bear the full burden alone. 2. Communication must be open and frequent. The truth must be told always and bad news must travel fastest of all. 3. Both parties must know what the others expect from them. Clear agreements are essential.
The ways in which we relate to each other have a tangible economic impact.
How we act both on and off the job will ultimately show up in our productivity. Bad health has an impact of clarity of thought, ability to perform and on attitude. Lack of organization produces unnecessary errors plus a waste of time and resources. Certain work habits have more value than others. There is a cost to each of our habit patterns.
In short, if we think about our behavior as having an economic impact, we will be more motivated to change unproductive behaviors and adopt profitable ones. It's time the "human factors" in business were placed at the TOP of our priority list, where they belong.
In the final analysis, "it's the people, stupid!"

2006-07-14T13:37:00.000-07:00

There is a Need for People Who Can Lead!
by Jim Cathcart

As a member of various boards and committees in my community and industry I attend scores of meetings each year. And I can count on one hand the number of those meetings that are well conducted!
Meeting chairs and organizational officers don't control the meeting, they simply follow the strongest personality in the group. If someone persuasive wants to abuse the meeting's time frame or get off track onto subjects not relevant to this meeting, they let them.
One of my colleagues said the other day, "Joe (not his real name)sure runs a long meeting. I don't attend very often because so much of the time is wasted."
Now notice that he didn't say that to "Joe", he said it to me, a fellow member. I wonder how many people are saying similar things about you and me?
A meeting represents a huge investment of time, attention and talent. Every person in that room could be doing something else and probably earning money for it. All of them have other priorities in life. All of them have shown the leader the courtesy of showing up and doing nothing else during this time. The LEAST the leader could do is run a tight meeting!
Another area of leadership weakness is organizing projects. Plenty of people are willing to step up and get things started but not as many are skilled at making them happen. I remember when I was in the Jaycees many years ago, we were all required to learn a project planning process. We used a tool called "The Chairman's Planning Guide." It was a simple outline for organizing. It consisted of defining the primary purpose of the project, showing how it fits in with other priorities, setting specific goals, etc. It was such a good tool that I had my son memorize like a poem and recite it often. He was under ten years old at the time, but he still remembers the "7 Step Planning Process" today, in his thirties. And he has used it to accomplish goals. These "steps" are pretty much universal and all planning processes cover them, but we need more people to know and use them...daily.
A third area of leadership lack is motivating volunteers. Anyone can motivate another person when the motive is a paycheck or avoiding pain, but not so many are good at getting people to voluntarily commit to a goal. This involves accessing the part of a person that is totally under their control, something known as "discretionary effort." That is where the true value of one's involvement shows most. When they are giving it their full commitment instead of mere token effort.
These skills for: Running Meetings, Organizing Projects and Motivating Volunteers are not difficult to learn. But to learn them, we must do two things; Teach them well and Require their use. We must require those who lead our meetings to get better at it. We must speak up and demand that projects be organized and followed through to closure. We must teach each other how to discern the truth about what works and what doesn't in motivating us.
Only when MOST organizations start requiring their leaders to be effective at leading will we get better results and at the same time produce a new crop of good leaders each year.
Effective leadership is not about being in charge. It is about getting the job done well.

copyright 2006 Jim Cathcart

2006-07-14T13:32:00.000-07:00

Summit for Non Profit & Charity Leaders, 9-8-06

Developing Leadership for Today's Challenges and Tomorrow's Opportunities.

Scheduled for September 8, 2006 at Sherwood Country Club in Thousand Oaks, California.
This program is geared primarily to volunteer leaders and citizens, plus those who manage volunteers. Board members, committee chairpersons, spokespersons and executive staffers should attend.
Topics covered will include:
How to grow your influence and increase your ability to achieve results
How to build an influential and committed board of directors
How to increase the net revenues from your events
How to continually grow the support of your community
How to conduct meetings that others will want to attend
How to motivate volunteers
How to identify leadership potential
How to conduct off-site leader retreats
How to use eMarketing & eRelationships to grow planned giving

To request an invitation, send information stating your leadership role(s), mailing address and email to: jim@cathcart.com

101 Leaders Alliance™
Improving the Quality of Life Along the "LA-Ventura" Corridor
From Calabasas to Ventura, Highway 27 to Highway 33: the world famous Highway 101 winds through a dozen thriving communities. This "LA-Ventura" area, along the inner slopes of the Santa Monica Mountains, has one of the highest quality of life ratings in California and one of the lowest crime rates in the nation.
This area is also blessed with an excellent educational infrastructure and contains universities, colleges and other providers who can develop current leaders and cultivate future ones.
In 2003 speaker and author Jim Cathcart founded The 101 Leaders Institute to identify, encourage, develop and learn from the people in the Corridor who are making a difference through personal leadership.

Concept: Effective leaders are talented at leading themselves as well as leading others. They possess the ability to successfully lead meetings, deliver presentations, communicate persuasively, think strategically, organize effectively, and motivate powerfully. However, personal leadership skills are often lacking in many who hold leadership positions. This endangers organizations and individuals. Education and training are needed as is recognition. By publicly celebrating the highly effective leaders across many disciplines those leaders will be encouraged to make further contributions and others will be inspired to follow their examples, thereby increasing the number of people who are making contributions in their various fields.

Process: By forming an ongoing alliance among the various providers of leadership education and publicly celebrating the joy and rewards of personal leadership more people will be motivated to step forward, access the learning and make personal contributions for the betterment of this region.

Strategy: Focus on the cultivation of personal leadership skills. To differentiate ourselves from other efforts to acknowledge community leaders and teach civic or corporate skills, 101 Leaders will emphasize the development and use of skills that transcend categories; communication, critical thinking, innovation, decision making, public speaking, leading meetings, organizing and managing projects, motivating yourself and others, selling your ideas, and managing resources and revenues. Actual application will be built into the training structures wherever practical. Emphasis will be placed on increasing ability rather than on knowledge alone.

The Summit: A key component of the 101 Leaders Institute is the Annual Leadership Summit. This event will be a combination of meetings, training, celebrations and expositions held at an upscale venue here in the 101 corridor. Inspiring speakers, panels, workshops and demonstrations will be provided for all who wish to cultivate more and better leaders.
Throughout the year 101 Leaders will be acknowledged publicly and privately in a variety of ways.
1. The 101 Leaders Yearbook, a perfect bound magazine-format book that lists the leaders and their profiles. This book will contain a comprehensive listing of all within the corridor who have been acknowledged and honored during the previous year. It will be distributed throughout the corridor. Within this publication will be leadership lessons and profiles of the educational resources in the region.
2. 101 Leadership Training, this series of seminars, workshops, roundtables, speeches and learning resources will be structured by professional trainers and educators to provide specific skill development and inspiration to all who aspire to become future 101 Leaders. Training will be offered throughout the year and will include the resources of Colleges and Universities in the Corridor as well as using the leaders themselves as adjunct faculty.
3. Local Awards events, in each community its local leader recipients will be acknowledged by their friends and neighbors through existing community events. These will be supported and encouraged by 101 Leaders.
4. The 101 Leaders Press Fest, starting in 2007 in conjunction with the Leadership Summit a press-junket event will be held to allow all media to have access to the alliance members and leaders. Specialty media as well as general interest publications will be welcomed. The goal is to position this area as a hot-bed of leadership talent and the resources for its development.
5. The Annual 101 Leaders Gala, this awards ceremony will be held in concert with the Leadership Summit beginning in 2007. Honorees, their coworkers, employers, friends, families and interested others will gather to hear world class keynote speakers and to see all the recipients receive their Awards. Honorees will fit the 101 Leaders profile and be acknowledged for personal growth and achievement in a variety of categories.
6. Sponsorships, Advertising, Internships and Special Projects will be offered to allow everyone to benefit from the 101 Leaders initiatives.
7. 101 Leaders.com, this website is a knowledge base of the information, people and the things they do to attain 101 status. This Learning Center will be linked to all the resources available to aspiring and existing 101 Leaders. It will also be our digital press office with information on all aspects of the institute and the recipients. Alumni of 101 Leaders will have their own portion of the website for continuing communication and growth. Members of the 101 Leaders Alliance will also have their own website at 101 Leaders.org for continuing communication and coordination.

101 Leaders Alliance™ - Improving the Quality of Life Along the 101 Corridor
Jim Cathcart, Chairman & Founder
101 Leaders Institute
Executive Office
Phone: 805-777-3477
Fax: 805-371-9887
Website:http://www.101Leaders.com
Email: jim@101Leaders.com

© Copyright 2006 Cathcart Institute, Inc. All Rights Reserved.