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In a people lens culture, strong cultural fit is a key element in the recruitment process for salaried employees. It is as important as skills, competencies and experience. However, assessing cultural fit can be more difficult than task-oriented performance. Here are some processes to consider adopting (if you’re not already):

Recruitment Process:

 ·         Include your mission, vision, values and beliefs in the role description. Include a job requirement such as:  Clearly understands the mission and demonstrates the values of the organization.

·         Ask questions in the interview process to find out how...

Think of all the people that work to deliver your mission.

Did your salaried employees come to mind first and foremost? Or did you also visualize your board members and knowledge philanthropists? Did you see one integrated talent team?

Here’s an excerpt from our upcoming book The Abundant Not-for-Profit that I’d like to share with you. It captures the essence of working together as one talent team:

Working together

In people lens organizations everyone works together as one team.

The people who have worked at Vantage Point, and many people profiled in this book, have experienced the effect of...

In my experience, absolutely.

In the recent post Are Volunteers actually Mythical Creatures? Colleen Kelly debunks the myth that volunteers are not accountable. In Monday’s Abundant Not-for-Profit webinar we raised this myth again, and 38% of participants said in their experience volunteers are not accountable. One webinar participant who did not buy into this myth shared this insight: “I believe that volunteers are accountable, but in my experience they are not held accountable”.

I lead a team of more than 40 volunteers (knowledge philanthropists) who each hold significant responsibility. If...

If you’ve ever attended a board governance learning opportunity with Vantage Point you’re probably familiar with the “hats” analogy.

Board members are often called on to wear many “hats” in an organization. This can result in some murky territory when it comes to who is accountable to whom.

So, which hat when?

 When board members are governing the organization they wear their “board hat”. They are accountable to the Chair of the Board and the community. On the other hand, when they take an operational role, it’s important they take off their “board hat” and put on a different one. In this new...

Have you ever left a workshop energized by new ideas, and returned to the office only to be immediately consumed with business as usual? Do you ever wonder why your board members or leadership team aren’t equally excited about your new suggestions and ideas? 

If so, you’re not alone. 

At Vantage Point, we’re offering an increasing number of shared learning opportunities for executives, board members and leadership staff to attend together. At the end of most of our Governance Lab sessions I’ll see a few executive directors and board members linger in the training room, deeply engaged in...

Successful leaders don’t focus on their own brilliance; they seek out and cultivate brilliance from those around them. Successful leaders don’t believe they have all the right expertise and answers; they proactively invite a variety of perspectives so they can make the best decisions.

I’m paraphrasing the words of Fierce, Inc. President & CEO Halley Bock, as she spoke to a crowd of 135 not-for-profit leaders at Vantage Point’s Leaders Forum. The event focused on personal leadership and the importance of conversations in building strong relationships.

The message above caused me to wonder...

Recent articles on Bill C-399: The Volunteer Tax Credit, have provoked an old debate on volunteerism and altruism. For example, Charity Village posed this question to its readers in the article NDP MP proposes tax credit for volunteersDoes it make sense for taxpayers to pay for volunteerism or does volunteerism itself imply an altruistic, non-monetary activity that needs no material reward? 

Volunteerism is not altruistic. There, I said it.

People have motivations for volunteering. They are unique to each individual and come in the form of a desire to socialize; learn something new; gain a...

**Fourth in a series relating to a recent “experiment” in succession planning

Mokita = that which everyone knows and no one speaks of. Sure, the white elephant in the room. Right? In my experience we have joking side conversations about the “white elephant” and typically do nothing to face it down. 

Though a familiar concept, this was one of the many “gems” I took away from Leaders Forum with Halley Bock of Fierce, Inc. two weeks ago.

Halley pointed out that a “mokita” is not something to joke about. It is something to tackle head on. She introduced the notion that the Papuans of New Guinea...

In 1994, world-renowned Encyclopedia Britannica released Encarta, the first internet-based version of their encyclopedia, accessible for a fee. Built with a team of paid researchers, and with the support of expensive retrieval software, Encyclopedia Britannica amassed over 300 million characters of text and 2,000 illustrations.

In 2001, Wikipedia was founded as a not-for-profit organization with a mandate to provide a free, open-source, collaborative encyclopedia. The creators invited any user who visited the site to contribute their knowledge as editors of its entries. By June 2012, Wikipedia...


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