The four-day workweek (4DWW) is a shift from the more standard five-day workweek (Monday to Friday) for salaried full-time employees. The five-day workweek is common in the US and many western countries for white-collar, professional, and service-sector careers. The four-day workweek usually entails a reduction in the number of hours worked between Monday and Friday so that only four days are required for work.

The four-day workweek (4DWW) is a shift from the more standard five-day workweek (Monday to Friday) for salaried full-time employees. The five-day workweek is common in the US and many western countries for white-collar, professional, and service-sector careers. The four-day workweek usually entails a reduction in the number of hours worked between Monday and Friday so that only four days are required for work.

The four-day workweek (4DWW) is a shift from the more standard five-day workweek (Monday to Friday) for salaried full-time employees. The five-day workweek is common in the US and many western countries for white-collar, professional, and service-sector careers. The four-day workweek usually entails a reduction in the number of hours worked between Monday and Friday so that only four days are required for work.

In recent years, the phenomenon of “imposter syndrome” has been getting a lot of attention. Struggling with your confidence in any role, including work in nonprofit organizations, can impact your performance, happiness and overall approach to your career.

Nonprofit leaders need to keep their organizations in tip-top shape. This means giving little tune-ups throughout the year. Nonprofit hygiene requires doing the unsexy work of making sure your house is in order…before a crisis.

There are lots of rules that are unique to nonprofits. Keeping them all in mind can be a challenge. This post is about 5 very important nonprofit “no-nos” that are really important. Sometimes people forget these basic rules because they aren’t paying much attention to the 990 tax return. Many charities forget these rules because they also just believe “If I am doing good work in the world but accidentally cross a line, we can address it then.” or “Perhaps the powers that be will be lenient since we are doing good work.”

Instead of worrying if someone else could be doing your job better, use your newness to your advantage. Chances are you already have the skills, experience, and instincts to do 90% of your job. Whatever you don’t know can be learned. No one is actually expecting you to know 100% of your job on day one and if they are, they’re jerks. Most problems work themselves out. For those that need your attention, you will figure it out. There is no need to stress about being an imposter. You are not an imposter. You already got the job. The experts hired you so you can’t be an imposter!!

Most professionals know that doing any two things at the exact same time probably means you aren’t doing either very well. I am not saying that every task or project must be solved before a new one is begun. It’s perfectly OK to have 10 tabs open on your browser and multiple files open on your computer. We all have our own little tricks for staying on top of our responsibilities. But we must not confuse having multiple assignments with multitasking. We all can balance numerous responsibilities and multiple systems on the same day. The problem with valuing multitasking is cultural. We think the best way to communicate skill or value is by looking really really busy.

I remember hearing a podcast once where a business consultant was chastising a big telecom company for wasting money doing “research” to find out what their customers thought of them. The consultant said, “Why spend a million dollars hunting this down? You have a hotline where you are getting free feedback on your performance every day. People are yelling at you online and on the phone daily. This is free data!”

"Executive Director Boot Camp: From Cautious to Confident in Less than 10 Hours."

Learn the skills and knowledge necessary to run a non-profit org

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Failure doesn’t come because people intend to fail. Failure comes because people fail to plan and protect. Yes, it’s really that simple. Here are four warnings to be aware of that will help you be one of those success stories.

Nonprofit leaders don't get effective training in management, especially executive directors. It's also particularly acute in nonprofits to not fire people because of a host of reasons. Check out my blog post and share with your friends. Then join us for the webinar on "Common Executive Director Mistakes...and How to Avoid Them" mentioned at the end of the blog post.