2013 Nonprofit Board Executive
Barbara Gould, Advisory board member, Talbert House
(513) 751-7747 | www.talberthouse.org
Barbara Gould is an advisory board member for Talbert House, a progressive, multiservice agency that delivers services in criminal justice, mental health and substance abuse to a broad population, helping to improve social behavior and enhance personal recovery and personal growth.
For many years, she has been on a variety of local, state and national boards, councils, and committees, championing the causes of education, the arts, the legal system and public policy.
Talbert House operates multiple service sites throughout Greater Cincinnati. Within the areas of criminal justice, mental health and substance abuse, the organization provides services including assessment, case management, prevention and education, individual and group counseling, day treatment and residential services.
Each year, Talbert House serves more than 31,000 clients on a face-to-face basis and an additional 51,000 clients through prevention services that cover Greater Cincinnati. The organization creates innovative, evidence-based programs that are proven to solve tough social problems that impact all members of the community. Through comprehensive and proven solutions to behavioral health challenges, Talbert House seeks to build a stronger community.
The organization has expanded its service through its affiliation with Gateways, the premier drug and alcohol outpatient treatment center in Greater Cincinnati. Services are designed for adults and adolescents whose drug use or alcohol abuse is interfering with their personal safety, achievements and healthy family communication.
Gateways is an independent nonprofit organization with its own 501(c)(3) tax status and board; however, Talbert House is responsible for the financial, human resources, and quality and clinical services at Gateways.
2013 Nonprofit Board Executive
Charles H. Woode
Board treasurer/finance committee chairman
The HealthCare Connection
(513) 554-4100 | www.healthcare-connection.org
For more than 12 years, Charles H. Woode has tirelessly contributed his time and talent to The HealthCare Connection. Since joining the board in 2000, Woode has served the board in a number of roles, including as chairman from 2002 to ’05. Woode has also served as the chairman of the HR committee, and he currently serves as the board treasurer and finance committee chairman.
To demonstrate his commitment to maintaining a high service level, Woode attended the National Association of Community Health Centers board member boot camp training program. The program provides new and veteran board members with an overview of four key governance responsibilities: legal and liability, administration/personnel policy and procedural development, financial responsibilities, and clinical aspects of the health center.
Woode used what he learned during the training program to help The HealthCare Connection secure state and federal government funding to build a new Lincoln Heights Health Center.
With the help of Woode’s leadership, the capital campaign committee was able to raise $6 million in federal, state and local dollars to build the new community health center, which opened in 2004. Woode saw what a positive impact the center had on its immediate neighborhood and committed to extending its impact, allowing the center to reach other high-need areas of poverty beyond Lincoln Heights. The new center’s service area now extends to 13 political jurisdictions in northern Hamilton County, including Arlington Hills, Forest Park, Glendale, Greenhills, Lockland and Pleasant Run.
Cincinnati Pillar Award Finalist
Frederic Holzberger, Founder, Aveda Fredric’s Institute
www.avedafredricsinstitute.com | (513) 533-0700
Frederic Holzberger’s passion for giving has deep roots that stretch back to his childhood when he himself faced a number of struggles growing up.
It was with that history in mind that Holzberger, founder of Aveda Fredric’s Institute, became intrigued by Sister Bonnie Steinlage. Steinlage is a Franciscan sister of the poor who received her cosmetology license to cut hair for the homeless and less fortunate.
Holzberger was introduced to her by a mutual friend and instantly wanted to help. He donated much needed product and financial support to Steinlage’s new salon, St. John Daymaker, near downtown Cincinnati, and began plans to create a salon on wheels.
Project Daymaker soon came to life as a Winnebago that had been transformed into a traveling salon where licensed volunteers could use their talents to provide much-needed haircuts to men, women and children. More than 10,000 people have been helped by this service and been re-energized to pursue a new job or just a better way of life.
Holzberger shares his philanthropic philosophy with his people using the words, “Giving back is not optional; it’s critical to the health and well-being of our community.” He teaches students about the power of giving back and the change that can be made through each person’s generosity.
The result is a group of students, staff and guests that always have their eyes open for the next opportunity to help someone who needs it.
“E Pluribus Unum” — it’s the motto of the United States of America found on our national seal and all coins currently being manufactured. Its translation from Latin means, “out of many, one.”
It’s no surprise that the United States adopted this motto in 1776 upon its founding as a nation — the forefathers took 13 separate colonies and created one United States to which we continued adding states and territories over the years.
The same is true of the American people themselves. They came from many countries but together those many became one people, one nation.
I didn’t set out to write a history lesson when I began this column, but as I was reflecting on unity, I came to understand how relevant these words were for entrepreneurs or, truly, any business leader.
Out of many, one
A company is best when its employees come together with one another to develop unity.
There must be mobilization around a central theme or an organizing unity of purpose — a mission statement, an idea or culture.
Since no one is exactly the same, unity by its very nature demands diversity. The more diverse the different members of an organization may be, the greater the need for union and harmony.
Diversity does not mean division any more than solitary means solidarity. Nor can unity tolerate division. Because of this, the important idea seems clear enough: Diversity in unity strengthens, but division from unity weakens.
A truly successful business will only develop when this idea is taken into account. You have to find the delicate balance between personalities, work styles and ideas to unify a diverse group of individuals and strengthen an organization.
Good leaders will not want to surround themselves with “yes-men,” or those who are unified with the leader on every subject possible. Diverse viewpoints and ideas will only serve to strengthen an organization.
The value of a dissenter
Great leaders can also recognize the benefit of having at least one person surrounding them who can play the devil’s advocate. That person will present a differing viewpoint to the one commonly agreed upon.
This is not to say that a person should continuously argue for argument’s sake, but a confidant who can push and needle an issue is of great importance. It forces one to dive deeper into one’s views on a subject to ensure that it is the best route to take and either defend the position or discard it in favor of another.
This devil’s advocate must not cross the line as a negativist. However, when that occurs, that person will be a division from unity and weaken the institution.
This guidance can come into being during many different times in an organization’s life. When an entrepreneur brings in business partners, they all must work together to reach the unity to become one organization.
When a start-up discusses a corporate strategy with angel investors or future buyers, they must work together to find harmony and reach an understanding that strengthens the business or brand.
When an organization puts a board of directors in place, it is seeking counsel from a diverse group of individuals who can mobilize around a central theme of bettering profits or extending a company’s reach.
But these ideas extend even deeper into an organization. A group of employees may find value in them during a meeting as they attempt to implement a social media strategy or discuss internal purchases.
The best meetings will come out of the fact that diverse employees with differing ideas can unite and strengthen an organization. ?
Thomas M. Nies is the founder and CEO of Cincom Systems Inc. Since its founding in 1968, Cincom has matured into one of the largest international, independent software companies in the world. Cincom’s client base spans communications, financial services, education, government, manufacturing, retail, health care and insurance. Go to tomnies.cincom.com/about.
Often overlooked in discussions about improving Ohio’s economy is the fact that actions taken by state and local governments are primary drivers of the cost of doing business. Their ability to levy taxes and impose costly regulations directly impact a company’s bottom line. When governments are inefficient, they need more revenue. When they take a command and control approach to regulations, they often become an obstacle to growth.
To ensure a strong, competitive economy, we need efficient governments that tax less and provide greater value. That’s why the Ohio Chamber of Commerce and our state’s eight metropolitan chambers undertook an important study issued in December 2010, called Redesigning Ohio. It offers a road map for transforming Ohio’s state and local governments into 21st century institutions.
Burdened with an unprecedented fiscal crisis and a projected $8 billion deficit, state government leaders were at an important crossroads. They could continue to accept the status quo or they could embrace reforms aimed at improving services and heightening productivity through greater flexibility and innovation.
The ideas advanced in Redesigning Ohio provided a framework for thinking boldly about ways Ohioans can receive more value for their state and local tax dollars.
Redesigning Ohio offers 10 specific areas for reform. The first proposes changes to the budgeting process itself by employing a unique approach called Budgeting for Outcomes. Two other innovations, Charter Agencies and Entrepreneurial Management, incentivize greater efficiency by providing more freedom to manage in exchange for less funding and by bringing market-based competition to government services.
Redesigning Ohio also proposes pension and civil service reforms that harmonize the public and private sectors and regulatory reforms that use incentives to boost voluntary compliance. In the health care arena, the report urges the government to leverage its buying power to foster greater competition, lower costs and better results. Redesigning Ohio also offers ways to reduce the cost of the criminal justice system and urges a more thorough and regular review of tax credits, exemptions and deductions.
Finally, Ohio has a costly and outdated system of 3,700 local governmental units that must be brought into the 21st century by enhancing productivity and promoting greater collaboration.
Now, two years after the release of Redesigning Ohio, the same nine Chambers of Commerce have issued a Redesigning Ohio Update. The new report details the progress that has been made and sets out the next steps in this critical transformational process.
As a result of bold actions taken by Gov. John Kasich and Ohio lawmakers, clear progress has been made in reforming our criminal justice system and Medicaid program. Most importantly, the reforms are not just reducing costs; they are also improving results.
One of Gov. Kasich’s first actions established the Common Sense Initiative, which focuses on creating a more jobs-friendly regulatory climate in Ohio. CSI has achieved a number of successes that are making Ohio’s regulatory process more transparent, efficient and less costly for businesses.
Also in 2012, the Ohio Legislature enacted public employee pension reforms that are an important first step in ensuring the long-term solvency of those funds and reducing the cost for taxpayers.
During the past two years, many local governments and school districts embraced greater innovation and collaboration, but additional work remains. The successes highlighted in the Redesigning Ohio Update can serve as excellent models for the additional work ahead.
Today, our economy is improving. Unemployment is at 6.9 percent and tax revenues are increasing. But, we cannot allow these improvements to justify a return to the status quo. With Redesigning Ohio as a guide, we must continue the work necessary to transform our state and local governments into 21st century institutions. ?
Linda Woggon is executive vice president of the Ohio Chamber of Commerce. As Ohio’s largest and most diverse statewide business advocacy group, the Ohio Chamber has been an effective voice for business since 1893. To contact the Ohio Chamber, call (614) 228-4201 or visit the website at www.ohiochamber.com.
How Paula Kollstedt and Alzheimer’s Association of Greater Cincinnati are fighting to help stop a growing diseaseWritten by SBN Staff
Nonprofit Board Executive of the Year Award
Alzheimer’s Association of Greater Cincinnati
www.alz.org/cincinnati/ | (513) 721-4284
Just 21 months into her tenure as executive director of the Alzheimer’s Association of Greater Cincinnati, Paula Kollstedt has moved an already well-run organization to record achievements. She invites people from government, business, education, community and individuals to engage in little and big ways as the organization moves toward a vision of a world without Alzheimer’s.
Kollstedt knows Alzheimer’s disease in a deeply personal way and the career and leadership role she is in now is in fact a “second act” after 25 years at GE Aviation. More than 12 years ago, she began the journey as a caregiver after her husband was diagnosed with early onset Alzheimer’s. The disease and its related complications are the sixth-leading cause of death in the U.S., and the only one in the top 10 that is increasing.
Kollstedt combines her laser-focused business skills and expertise with personal experience in a graceful manner in order to impact the Alzheimer’s Association of Greater Cincinnati in profound ways.
Her approach is always “win-win” as she understands the importance of everyone benefiting. This strategy, along with her servant-leadership style, resulted in a 2011 walk season (the chapter held five fundraising walks) that generated more than $500,000 to fund programs and services within the organization’s 27-county service area.
Kollstedt is constantly communicating with her senior staff and identifying new opportunities and avenues for engagement. She works urgently because someone in the U.S. is diagnosed with Alzheimer’s every 68 seconds. Kollstedt consistently offers visionary leadership and attention to data as well as constant evaluation of processes to ensure energy is expended wisely.
In this issue, we honor 22 finalists representing a diverse group of companies and organizations of varying sizes. While they may be different in many ways, one thing that they all have in common is their commitment to strengthening the bond between the for-profit and nonprofit worlds.
This is an important conversation, and at this year’s event, we intend to explore it.
It occurred to us many years ago that few things are more meaningful and important than investing time and resources in supporting our community, and we felt the need to honor companies and their employees who have gone above and beyond the call. While support and direction come from management, companies are only as great as their employees.
For that reason, we are quite proud to present the Medical Mutual SHARE Award. This unique award was founded to recognize companies whose employees best exemplify the ideals of Medical Mutual’s own employee SHARE Committee. SHARE stands for serve, help, aid, reach and educate, and it is the heart and soul of Medical Mutual’s charitable giving effort.
The SHARE Committee, made up of Medical Mutual employee volunteers, helps coordinate more than two dozen community events involving nearly half of the company’s 2,500 employees.
On behalf of Medical Mutual and SBN, we hope you enjoy reading about these great companies and we offer congratulations to all of our Pillar Award recipients.
president and CEO
How often do you go to market without a solid business strategy? Probably never, right?
The reality is that if you’re like most organizations, then you’re doing this right now — and you don’t even know it.
That’s because most organizations do not have a well-thought-out marketing strategy. Instead, most are doing what somebody told them they should do. This includes creating a mobile website, engaging in social media and advertising.
All of these are “smart” marketing initiatives. But if they’re done in a vacuum, there’s no way to measure what results those initiatives are intended to accomplish. Worse, you’re chasing tactics instead of delivering results.
There is a significant difference between marketing tactics and marketing strategy. Marketing tactics are ways to bring channels to life. This could be a new website or a mobile-optimized version of your site. Or it could be creating new sales collateral. Tactics should be used to bring your brand message and value proposition to life.
Unfortunately, if they’re not tied to a cohesive strategy, you will not achieve the results you desire.
A marketing strategy, however, allows you to understand the results you should achieve. It also keeps everyone aligned with what you’re trying to accomplish and where you are in the process.
As an example, there are three main reasons for a website: to verify your organization’s brand message to potential customers, to deliver your value proposition and conversion.
Conversion can mean different things for different industries. In retail, it might mean picking out a product, putting it in your shopping cart and making the purchase. In business-to-business, conversion might mean picking up the phone to contact the company, providing a name, email and phone number, or signing up to receive a newsletter.
Without understanding how consumers behave, you may be selling your marketing efforts short. You might not be providing enough information to clearly articulate your brand message or value proposition or you might not be offering users an easy experience that allows for conversion. So how do you ensure that a consistent brand message, value proposition and the ability to target customers converts across all marketing channels?
First, understand who the target consumer is and their needs, attitudes and behaviors. This can be discovered through research, including focus groups or through industry-based segmentation.
Then, conduct a deep dive to understand your business goals and objectives. In retail, this might be the number of sales you want to drive. In B2B, it could be increasing the numbers of prospects in your pipeline.
Finally, evaluate your company’s existing marketing tactics — your website, marketing collateral and overall brand message.
Only then will you be well-equipped to evaluate your overall tactics and compare them to marketing best practices and the competitive landscape. This results in recommendations that include expected business results and return on investment.
Prioritize these by measuring the highest impact against investment levels, and then create a timeline to implement them over a one- to two-year period. Share this strategy throughout the entire organization so everyone understands what will be accomplished and what the expected results are.
Without strategy, and an understanding of everything that goes into it, any money you pour into tactics tends to be money poorly spent. Done correctly, your marketing strategy suddenly becomes your organization’s key driver and leads to tangible and measurable business results.
Dave Fazekas is director of digital marketing for Smart Business Network. Reach him at email@example.com or (440) 250-7056.
What is the best way to motivate employees? Some successful CEOs treat employees as friends, while other equally high-achieving leaders regard employees as merely hired hands, giving them a day’s pay for a day’s work and nothing more.
What’s the best approach to produce the best results for the company, the employee and the employer? Much of the issue lies with one’s definition of a friend and the culture of the organization. Many companies boast that their employees are like family. This sounds great, but can it work?
If either party crosses the fine line that separates the difficult-to-define business and personal space, both employer and employee can become disenchanted or worse. One way to think of it is that friendship is more unconditional. We accept a friend for what he or she is or isn’t. On the flip side, the reality is that most bosses embrace or reject employees for what they do on a consistent basis.
The military has its own way of handling fraternization between officers and the enlisted by making it a possible court martial offense. This stance is predicated on the belief that socializing between these two levels is “prejudicial to good order, discipline and partiality.” It is well recognized that business relationships without boundaries can produce too much drama.
Perhaps what we need is a new definition for a nonemotional, congenial, enjoyable and productive day-to-day relationship between leader and follower. This moniker could be employee-friend, or “e-friend” for short. “E-friend” isn’t an app but would describe an employer/employee relationship where there is mutual respect and a genuine appreciation of one another, underscored by an understanding, albeit perhaps unspoken, that when the time for talking is done, the boss has the final word on matters that occur between 9 a.m. and 5 p.m. Using these ground rules, both sides can have it both ways by using good judgment and treating each other as they would want to be treated if their roles were reversed.
The employee should expect from the boss that, when the chips are down, either on a business basis or when the employee has a personal problem, he or she knows that the boss will be there for him or her, providing understanding and advice and, when requested, helping the employee maneuver through rough patches. From the employer’s perspective, the employee would be someone who, through thick and thin, is there for the company and can temporarily put personal needs aside when there is a business issue that can’t be postponed.
The e-friend boss should know as much about the employee as the employee wants the boss to know, which can include sensitive professional problems or even family or medical issues. In a good relationship, the boss could certainly know, as one example, what the subordinate’s kids are up to in their lives and be the first to say to the employee that it’s more important for him or her to go to an offspring’s ballgame or play, rather than putting in extra time on the business project du jour.
Instinctively, employees know if a boss truly cares or is just going through the motions to be politically correct. They know if the head honcho is sincerely concerned about them as a person, not just another set of hands.
Not everything and everyone in the workplace are created equal. There will always be a pecking order; however, there is nothing wrong with truly enjoying the people with whom you work every day and sharing meaningful experiences, all of which lead to a more fulfilling role for both the employer and the employee. The best criterion to avoiding problems is using generous doses of plain common sense. There is a much-quoted line from the 1987 movie “Wall Street,” starring Michael Douglas as the ruthless tycoon Gordon Gekko, who proclaimed, “If you want a friend, get a dog.” This provoked both laughs and sighs, but in the real world, this attitude makes for a very lonely Ebenezer Scrooge-type life for the boss and a shallow existence for employees who must spend more than half, at the very least, of their Monday through Friday waking hours working.
At times, people can be difficult, both to work for and with. However, it’s the people who make the company and relationships that combine respect and a form of e-friendship that can make the real difference.
Michael Feuer co-founded OfficeMax in 1988, starting with one store and $20,000 of his own money. During a 16-year span, Feuer, as CEO, grew the company to almost 1,000 stores worldwide with annual sales of approximately $5 billion before selling this retail giant for almost $1.5 billion in December 2003. In 2010, Feuer launched another retail concept, Max-Wellness, a first of its kind chain featuring more than 7,000 products for head-to-toe care. Feuer serves on a number of corporate and philanthropic boards and is a frequent speaker on business, marketing and building entrepreneurial enterprises. Reach him with comments at firstname.lastname@example.org.
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Richard Branson is full of big ideas. The man who founded six companies that each rake in more than $1 billion annually dares to think big. For him, it’s all about the experience, making a difference and not doing things the same way as the competition. An idea captures his imagination and he sets out to turn it into reality.
For him, it’s not about the money. It never has been.
When he sees a situation where he thinks he can make a difference in people’s lives, he looks for a way to make a difference. He understands that “why” he is doing it is more important than the “what” or the “how.”
Author and consultant Simon Sinek agrees (see video link). He explains that Apple is wildly successful at what it does not because it can build computers better than anyone else but because it understands “why” it is doing so. It’s not that the competition doesn’t know what it is doing or that it doesn’t have talented people creating good products. It’s just that Apple understands why it is in business and focuses its message on that instead of what it does — which is build electronic devices.
Sinek says that people like to do business with people who believe what they believe, so they buy more on the “why you do it” rather than what you are actually doing. Notice that profits are secondary. If you do things the right way for the right reasons, profits come naturally.
You might already have a big idea for your business, but it will most likely never reach its full potential unless you understand why you are doing it. Have you ever stopped to think about why you are in business or why you are doing what you are doing? It can be an enlightening exercise.
With the demands of daily business, we seldom stop to think about the reasons behind our actions, and if we do think about it, the answer is often “to turn a profit.” But to what end?
When you understand why you are trying to make a profit and the answer goes beyond simple wealth, then you are getting to the heart of what differentiates a good business from a great one. Maybe the reason why is a social issue, such as eliminating hunger, or maybe it’s a medical issue, such as curing a disease. But it doesn’t have to be grand. The “why” can be something like “making computers easy for everyone to use.” The important part isn’t the scope; it’s understanding your business’s basic reason for existence.
When you’ve taken the time to understand that, your business will have the potential to do great things because employees and customers alike can unite around a common understanding.
It’s why Apple is a great company and it’s why Richard Branson is wildly successful. If you’re already doing it, you’re on your way. If not, take the time to think about it.
Fred Koury is president and CEO of Smart Business Network Inc. Reach him with your comments at (800) 988-4726 or email@example.com.