Your Personal Board of Directors

Back in March, I attended Durham Women Take No Bull, an event hosted by the Greater Durham Chamber of Commerce that celebrated International Women’s Day with two multi-generational panels of successful women. The focus was on women in the workplace (whatever that means for each woman), and one of the discussions that’s still with me was about building a personal board of directors.

Since I run a nonprofit, I know that board composition and management is incredibly important. The board’s insight is invaluable when it comes to making big decisions about the organization, so it’s critical that the board in comprised of the right mix of people: backgrounds, personalities, skillsets, etc. Building an active, engaged board is a challenging task, but it’s essential to the success of the organization.

If you think of yourself as your own entity (and you are) with a vision, a mission, programming, and overhead (can’t ignore overhead!), who would you recruit to be on your personal board of directors? Who’s already on it? What expertise, leadership qualities, and resources do they bring to the table—your table?

Build a Better Board has a great worksheet for nonprofits to assess their board composition and identify needs. Check it out and see if it would be helpful for you! It might require some tweaking; for example, I wouldn’t expect my personal board to give me money or fundraise for me, but you get the idea: think about your personal and professional goals and populate the rows based on what you need to reach them.

And I would be remiss if I didn’t include a little bit about diversity in here. One of the quotes I wrote down from Durham Women Take No Bull was:

“[You need a] network of people who are not like you, who will be honest with you, and who you can be honest with.” (I don’t remember who said it!)

And from Build a Better Board:

“A homogeneous board may not always be ready to deal effectively with problems due to an inherent near-sightedness. Diversity on a board breeds varying opinions, approaches, attitudes, and solutions. It requires open-mindedness, curiosity, acceptance, and responsiveness, which can ultimately facilitate understanding and willingness to work together.”

Now get out there and surround yourself with your biggest fans—but ones that make you do better. Happy board-building!

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My interview on the LEADx Podcast!

I am THRILLED to share that my interview for the LEADx Podcast is live! Go listen to it rightthissecond! And if you’re here because of the podcast, welcome! I hope you find some interesting stuff in these here pages.

LEADx is a digital media and online learning company that is re-imagining professional development for millennials and others. LEADx has amazingly helpful content on all kinds of useful topics from managing an employee with a bad attitude to optimizing your workspace for productivity.

A couple weeks ago, I Skyped with Kevin Kruse, LEADx founder and CEO, to talk about the User Manual that I created back in July.

In the interview, I…

Enjoy!

As a refresher, here’s my User Manual again:

Screen Shot 2018-07-18 at 11.19.17 AM

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The Wishlist as a Planning Tool

Do you make wishlists of the things you want to own? Whether it’s for my birthday or something to save for, I do. I have an Amazon wishlist, a Pinterest board dedicated to things I want, and an ongoing list in my head.

While an argument can be made for wishlists being material nonsense, I think they can say a lot about the kind of person we want to be. When I think about my wishlists, the things on them are typically beautiful and/or useful things that I wouldn’t buy for myself because they either aren’t necessities or are too expensive to justify without a good reason. But the things on my wishlist help me to work toward becoming the version of myself I want to become. For example, I wanted to be physically strong, so I put adjustable dumbbells on my wishlist and saved up for them, while lifting whatever weights/heavy things I had on hand.

But making a wishlist isn’t just for things, and it’s not just a personal thing.

My organization recently went through a strategic planning process. While “strategic planning” might sound incredibly dull to some of you, I like to think about it as an “actionable wishlist” process instead.

What did I wish for my organization?

  • That we don’t worry about making ends meet
  • That we have the right team in place to do the work we do and the work we want to be doing
  • That our work is effective and helpful to our partners and the field in general
  • That we become a household name (in certain circles)

Knowing these goals, we were able to turn them into more business-y sounding strategic priorities and then work backwards to determine what action steps will be necessary to achieve each of them.

And then we’re off to actually tackle those action steps! Just like I did with my goal of getting stronger: having the weights on my wishlist wasn’t going to make me stronger; and just buying them wasn’t going to do it, either. I had to create an action plan to get stronger, and acquiring those weights were just one step toward granting my wish.

There are a lot of quotes out there about wishing being a waste of time because it’s action that makes dreams come true. I only agree with half of that: sure, action is what makes dreams come true (along with luck, and perseverance, and knowing the right people), but how do we know what to work toward if we don’t wish for it first?

 

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The Need for “Meantime” Solutions

Last week, a colleague shared that Raleigh-based company, Undercover Colors, recently announced their new product for detecting beverages spiked with certain drugs.  From their website,

Drug-facilitated sexual assault (commonly known as “date rape”) is a global crime that impacts people of all genders. We spent four years in our lab developing a quick, easy and accurate test to help you make informed decisions for your personal safety.

Our test can tell you in as little as 30 seconds if your drink has been spiked with a common date rape drug. It’s discreet, fast, and small enough to fit in your pocket.

My first reaction: Whoa! This is so cool.

My second reaction: But isn’t this just another tool for would-be victims to use? Doesn’t this put the responsibility back on the victim, and not address the actual reason date rape is a thing? <– You know, rapists?

Yes. The answer is yes.

And, it’s what I would call a “meantime” solution.

The Merriam Webster definition of “meantime” is “the time before something happens or before a specified period ends.” In this case, that “something” that happens, or the end of the specified period, is a solution.

Should the solution address the root causes of date rape in order to eliminate it completely? YES, ABSOLUTELY.

But in the meantime, we need to do something to reduce/prevent/thwart attempts. And if that means that people–potential victims–need to attend classes on personal safety and self defense, test their own drinks for drugs–or throw them out–while out with a date or at the club, and/or carry around a self defense weapon that looks like a cat (and yes, I have one), then that’s what they have to do. For now.

Meantime solutions aren’t just for sexual violence. They’re important for all of our systemic, deep-rooted societal issues as well.

A lot of my work is related to tobacco control and prevention. We help communities work toward health-promoting policies that affect the retail environment. For tobacco, this could be prohibiting coupons for tobacco, making tobacco products and advertisements less visible and pervasive, or restricting the sale of tobacco in places like pharmacies or stores near schools.

Those policy options are meantime solutions because the best thing would be to eliminate commercial tobacco as a product entirely. I won’t get into all the reasons that’s not easy or won’t be happening any time soon, because I think you get the idea: while we are working to address the root causes of the very bad things in this world, we need solutions to address the downstream effects of them in the meantime.

And the meantime could last for a while, so let’s make it good.

 

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My User Manual

I’ve been working with a fabulous executive coach, Janeen Gingrich, for a few months, and one of the tasks she gave me was to write my leadership philosophy. I did all of the assignments that are supposed to prep you for writing such a manifesto, but I was really struggling with making the leap from the prep work to the actual philosophy.

Then, Founder and CEO of LEADx, Kevin Kruse, posted an article he wrote on Forbes about how to create a user’s manual–about yourself–for the people you lead. “The basic idea is that managers should create a short guide to their personality, work style and, yes, even quirks, so that their direct reports would know how to best work with them.”

I had to do it. Making such a guide for my team would be a productive and tangible way to communicate a little about myself and my leadership style–even if I couldn’t quite get to the philosophy part–and would help them work with me.

So, I hopped on over to Canva, selected a fun resume template, and made this: Nina Baltierra’s User Manual 3.3

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Things I stole from Kevin:

  • Model number: Kevin used his age as his model number, and I did the same. It creates a nice reminder to update it every year.
  • Personality frameworks: Kevin used Myers-Briggs, Insights Discovery, Big 5, and CliftonStrengths. I used Myers-Briggs, Enneagram, Gretchen Rubin’s Four Tendencies, and my Hogwarts House. I think my strengths and weaknesses uncannily align with the strengths and weaknesses of the personality types in the frameworks I selected.
  • Warnings: This is a great way to present work-related pet-peeves. I’m still doing a lot of discovery in this area, so there’s plenty of room for updates as I get more and more feedback from my team.
  • Work cadence: I work hard to minimize work/life conflict, and letting everyone know when I’m at my best and when I’m truly not on the clock will help to achieve that balance.

Things I added myself:

  • Work manifesto: I wrote this work manifesto a few years ago, but recently unearthed it and really loved it. It captures my desire not to dwell on perfection, my goal to be a reliable colleague, that I value a sense of humor, and captures my catchphrase from my MPH program, “Don’t be a dick” (because basically all of the leadership case studies we read boiled down to that one lesson).
  • Leadership values: One of the exercises to prepare me to write my leadership philosophy involved values flashcards. You start with about 70 and narrow them down seven–without overthinking. These are the ones my gut selected.

I shared it with my team and got a positive response (Janeen loved it, too). I’m also happy to report that no one’s been late to my meetings since I sent it out.

What will your user manual include?

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It does not say “RSVP” on the Statue of Liberty

Yesterday (Independence Day 2018), my husband and I traveled from Durham, NC to the ICE detention center in Farmville, VA to participate in an organized protest…but no one else was there to protest and we couldn’t get into the facility to visit detainees.

According to a July 3 article from the Texas Tribune, “Detainees’ ability to make calls has taken on new urgency as separated migrant families see phone [calls] as the crucial lifeline by which they can be reconnected or find out if their children, sometimes held hundreds of miles away, are safe.”

And while calls to certain lawyers and government agencies are free, detainees must pay to call their families. Detainees without sufficient funds in their commissary accounts are denied personal phone calls.

When we returned home, we got straight to work identifying detainees in the Farmville facility and adding funds to their commissary accounts. We were able to put $25 in 12 accounts before getting blocked from making additional contributions by the system.

Now, we’re raising money to fund more phone calls so that families can connect and get at least of sliver of peace of mind during such a tumultuous time.

In order to raise that money, I designed this t-shirt (with a quote from the movie Clueless) on Bonfire.com.

Please buy a shirt (or a few!) and let everyone you know about this campaign, and, more importantly, this injustice.

Thank you!

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Saying “nope” to OPE

hair on fire
via GIPHY

No, this isn’t a plug for the DARE program. OPE stands for Other People’s Emergencies. And it’s time we talk about saying “no” to them.

A couple months ago, I was hit with a deluge of emails asking–and in one case demanding–I take immediate action on something, or else there would be dire consequences.

My initial reaction was that I had to hop-to and do the things. But why? The “dire consequences” varied in their effect on me, personally, and the organization I run as a whole. Plus, these emergencies weren’t created by me. Why is it my responsibility to put out the fire in your hair? What’s more, I’m a busy person and no one should expect me to do something immediately, especially when their request comes in via email (more on that in a future post).

As Bob Carter (according to Goodreads) said,

“Poor planning on your part does not necessitate an emergency on mine.”

And it is SO TRUE.

Look. I get it. We’re all busy, and sometimes, we get to things when we get to them; and sometimes, that’s at the last minute. But really, if you need someone else for it, for goodness sake, give them some notice. Otherwise, the answer is no.

Here’s another quote for you (not sure who said it first–maybe Sean Covey or Dan Millman):

“When you say yes to something, you say no to something else.”

Saying yes to an OPE means saying no to the thing I had planned to do instead. And that thing is most likely more important to me than the OPE. Saying yes to an OPE is also sending a message to others–and myself–that I will allow my time to be hijacked.

I want to be the kind of person who spends her time in ways that reflect what her priorities are. I think it will lead to more satisfaction with work and life and being more productive in general. In order to do that, I have to say “nope” to OPE.

Plus, burning hair smells really bad.

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