7e89488e

LMA SOCAT Tool

Mon, 23 Jun 2025 21:10:17 GMT

LMA launches new Strategic Organizational Capacity Assessment Tool

( SOCAT)

The Strategic Organizational Capacity Assessment Tool (SOCAT) is designed to help organizations evaluate their capacity across various functional areas. It encourages broad participation and allows for the development of context-specific indicators. SOCAT covers governance, management practices, human resources, financial resources, service delivery, external relations, and partnering, and provides space for customization. The tool includes a scoring key ranging from "Absent" (1) to "Mature" (4) to assess distinct levels of organizational capacity and performance. partnering, comprehensive view of organizational

Leadership and LMA

Fri, 16 Aug 2024 16:03:46 GMT

Leadership Success

Fri, 16 Aug 2024 16:03:08 GMT

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Balancing Work and Life

Fri, 16 Aug 2024 16:02:56 GMT

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LMA Introduces New Organizational Capacity Assessment

rkarges@live.com (rick karges) — Wed, 20 Mar 2024 22:37:19 GMT

Assess your organizational wellness

LMA has developed the new ( SOCAT ) Simple Organizational Assessment Tool. .The SOCAT can be self-administered

within an organization drawing on the selected input of any number of participants addressing a wide range of key organizational functions from leadership/governance, finance, HR, strategic and operational effectiveness. marketing and PR, quality and compliance mechanisms, research and outcome measures. ..and more! Call for more info

Qualities Of A Leader

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 17:07:25 GMT

L- Luminous/ visionary

· Can see beyond the horizon with

clarity.

E- Empowered

· Inspires others to share beliefs, values

and join in the passion of the task,

purpose or moment.

A- Accessible

· Are visible, reachable and attentive to

others.

D- Decisive

· Makes tough, resolute decisions with

confidence.

E- Enthusiastic

· Has a positive, motivating attitude

that sets the tone for others.

R- Realistic

· Able to make the right and rational

decisions at the right time for the

right reasons.

S- Strong

· Maintains self-confidence and willing

to do what others avoid or fear.

Americas Most Distinguishing Feature

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 17:07:07 GMT

Today we know that the non-profit organizations (and other third sector helping organizations) are central to American society and are indeed its "most distinguishing feature"- Reference: Managing the Non-profit Organization Principals and Practices by Peter F Drucker

Non-profit organizations are different from business and government but no less important and are in fact Americas largest employer

Non-profit and other helping organizations are central to the quality of life in America, our values, beliefs and traditions.

At Leadership Management Associates we focus on providing specialized consultation, education and advisory services to help "mission driven organizations" achieve their goals and realize positive measurable outcomes in their service to others and in continuing to carry on their "distinguished" and vital role in our society.

What is Luck?

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 17:06:50 GMT

As St Patrick's Day approaches it often brings to mind the idea of "chance" and the meaning of Luck. The best definition I have found and believe to be true is below....

"Luck is when preparation meets

opportunity"

- Seneca

LMA..." Help for the helping professions!" As St Patrick's Day approaches it often brings to mind the idea of "chance" and the meaning of Luck. The best definition I have found and believe to be true is below....

We are where Helping professionals and organizations can go when they need help!

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 17:06:10 GMT

New Idea Exchange

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 17:05:21 GMT

Leadership Management Associates, LLC (LMA) invites you and one guest to an idea exchange created especially for non-profit professionals in northeast Ohio. This networking event will cover topics specifically affecting today's non-profits including strategic planning, organizational troubleshooting, productivity and even survival. It will also consider job satisfaction starting with yourself and reaching through to your organization. Rick Karges, owner and CEO of Leadership Management Associates, will lead the discussion. LMA team members will be present to meet with small groups or individuals to provide insights based on their areas of expertise. We also want to hear your concerns and how LMA can respond to your needs. This free event will take place on Tuesday May 1st from 7:30 to 9 a.m. at the Cleveland Racquet Club, 29825 Chagrin Blvd, Cleveland, OH 44124. A continental breakfast will be served.

Living in the Present Moment

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 17:04:31 GMT

For many of us, one of the most underused resources we have available in our personal "toolbox" is the ability to "live in the present moment." Choosing to live in the "present" means directing our attention to the "here and now", where we can fully appreciate our surroundings and people we are with to reflect on the feelings and emotions that particular experience brings to us. It is being "mindful" of our own unique place, time and space in a much larger universe.... Good leaders know how to embrace the "moment."

Managing in the Non-Profit World

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 17:04:06 GMT

Nonprofit organizations are different from business and government. One would reasonably expect to manage and govern them differently. However, in the absence of a general framework for nonprofit management, third sector organizations are under persistent pressure to look like something else. On the one hand, nonprofits are advised (sometimes by “venture” philanthropists) to become more entrepreneurial and business savvy, orienting their organizations more closely to market forces. Yet only about 30% (one-third) of businesses and/ or entrepreneurial ventures will survive their 10th year in business. (Per US Dept Labor Statistics 2016) The most recent data shows that of the small businesses that opened in March of 2006 32.8% made it to March of 2016.) At the same time, organizations are urged to make increasing the reliability and accountability of their “outcomes” their highest priority, by controlling internal processes and structuring and orienting themselves as hierarchies. In the nonprofit world, however, there is no common, easily understood measure of success. In fact, having a large positive bottom line may be an indicator that the organization is not doing as much as it could to fulfill its mission. (Non-Profit Quarterly -July 2013). Nonprofit leaders have a complex task: carrying out challenging missions with limited resources and sometimes conflicting demands in the midst of constantly evolving networks of organizational and personal relationships. Open and interactive leadership practices and organizational cultures strengthen the ability of nonprofits to interpret and adapt to opportunities in this shifting environment and to make the most effective use of the ideas and resources available in their organizations, networks, and communities.

Promoting Leadership Wisdom and Respect In Todays World...

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 17:03:10 GMT

"Watch your thoughts for they become words,

watch your words for they become actions,

watch your actions, for they become habits,

watch your habits for they become your character,

watch your character for it becomes your destiny." —Ralph Waldo Emerson

If its "business as usual" you are probably falling behind!

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 17:02:36 GMT

Not unlike the sage advice of legendary Hall of Fame pitcher Satchel Paige who once said "Don't look back...something may be gaining on you", so too is the mind set that settling for "business as usual" will likely leave you and your organization falling behind.

In our world of of rapid change, instantaneous communications and evolving market trends, it is critical that leaders strive to always stay at the head of the curve. As such, It is essential that an ongoing process of assessing S-strengths, O-opportunities, A-aspirations and R-results is an ongoing part of an organization's culture. As experienced leaders "we have been in your shoes" and know what it takes to consistently lead from the front and never have to "look back."

Principle- Centered Leadership

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 17:01:40 GMT

Professionals working in the behavioral healthcare and human services fields are often called upon to assume leadership or management responsibilities, either formally or informally. This is often due the nature and scope of our training and ability to function as decision-makers, advocates and "change agents."   This leadership role is typically an inherent part of our core beliefs, values and principles that guide our helping profession orientation and purpose. Either at a clinical, operational or strategic level, we are often charged with filling mission critical responsibilities that enable us to facilitate a process of progress, growth and change by being effective principle-centered leaders.

It is important that we as behavioral healthcare professionals recognize, promote and embrace this role as an essential aspect of who we are, what we do and how we serve others as leaders guided by a values, beliefs and principles

Why is Work-Life Balance Important?

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 17:00:23 GMT

Personal happiness and fulfillment

Define and understand what “success” means to you

Renewed vision and purpose

Focus on time priorities

Establish healthy attitude

Enhance creativity

Improves decision-making abilities

Balancing Work and Life Slide Show

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 16:59:33 GMT

Balancing Work and Life Slide Show

Principle-Centered Leadership: A Leadership Model for Success

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 16:58:57 GMT

It is not uncommon for many aspiring or accomplished service-oriented professionals to be called upon to assume leadership or management responsibilities, either formally or informally. This is often due the nature and scope of our training and ability to function as decision-makers, advocates and "change agents." This leadership role is often an inherent part of the core beliefs, values and principles that guide our personal and professional orientation and purpose. Either at an operational or strategic level, we may be charged with filling critical responsibilities that enable us to facilitate a process of progress, growth and change and as service-oriented professionals are ideally suited, trained and philosophically oriented to be effective principle-centered leaders.

It is important that we also recognize, promote and embrace this role as an essential aspect of who we are, what we do and how we serve others as leaders guided by a core set of professional values, beliefs and principles.

What is principle-centered leadership?

Principle-centered leadership “embraces the principles of fairness and kindness and makes better use of the talents of people for increased efficiency, but also leads to quantum leaps in personal and organizational effectiveness” The concept is based around a Leader has to empower the followers and trust them. They in turn empower the leader and trust the Leader. - Steven Covey

The practice and application of principled -centered leadership is also rooted in the works of Helen Harris Bartlett (1967) that incorporates ascribing to such core values as:

· Upholding and promoting Personal dignity and Respect

· Establishing a culture of Trust

· Respecting the Right to self-determination

· Maintaining a non-judgmental attitude

· Advocating for positive Change

· Working within the context of family, community and society

· Helping others maximize their potential, strengths and their abilities

The concept of Principle-Centered Leadership also incorporates promoting our role as leaders; educating others; exemplifying and defining ourselves as “leadership change agents”; advocates, principled in our approach and driven by a common base of values and practices that promotes maximizing the potential, abilities and worth of those people, their resources and organizations and communities we serve. It is further building professional regard, responsibility and identity as leading the way to progress, growth and change. Finally, it is important that we are, as principle-centered leaders, are truly “out in front” and leading by example from a thinking, acting, inspirational, motivational and collectively unifying way.

Principle-Centered Leadership

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 16:58:15 GMT

Professionals working in the health and human services fields are often called upon to assume leadership or management responsibilities, either formally or informally. This is often due the nature and scope of our training and ability to function as decision-makers, advocates and "change agents." This leadership role is typically an inherent part of our core beliefs, values and principles that guide our helping profession orientation and purpose. Either at a clinical, operational or strategic level, we are often charged with filling mission critical responsibilities that enable us to facilitate a process of progress, growth and change by being effective principle-centered leaders.

It is important that we as healthcare professionals recognize, promote and embrace this role as an essential aspect of who we are, what we do and how we serve others as leaders guided by a values, beliefs and principles

Demonstrating Leadership in 2020

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 16:57:53 GMT

Demonstrating Your Leadership Qualities in 2020 :

Show confidence and decisiveness

Actively identify as a leader

Educate others as to how and why you lead

Establish a unifying vision/ mission

Be a “Change Agent”

Build trust and professional regard

Cite examples of your leadership

Where Preparation & Opportunity Meet

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 16:57:27 GMT

Where Preparation & Opportunity Meet

Personal View: Best practices 'toolkit' can help officers during crises

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 16:56:51 GMT

Recent and past issues relating to law enforcement's role, responsibilities, incident action/reaction, cultural norms and community relations, and selected media and public scrutiny, have brought on an array of proposed remedies. These include dramatic organizational overhauls, drastic funding cuts and radical staffing changes. (Crain's Cleveland Business, Feb. 20: "Criminal justice: Police oversight boards have officials, activists and officers optimistic there is a path to change.")

We hear almost daily of tragic events, violent and disturbing incidents, and lives lost across our communities locally as well as nationally. As a result, the appeal for community and policing reform grows. The task is enormous, as there are over 60,000 police departments and law enforcement agencies potentially subject to reform initiatives.

There seems to be much conjecture as to how to address the problem of law enforcement and safety reform: to include more mental health services/resources, offering greater citizen oversight and gun control measures. The problem is there are no clear reform strategies, intervention techniques or funding solutions to bring about definitive changes in these areas

In the meantime, our law enforcement officers, leadership and associated personnel are placed under increasing critical and sometimes conflicting standards of conduct. Recruitment and retention have fallen on hard times, as the law enforcement profession is no longer regarded with the admiration and esteem it once was and competitive pay ranges lag in many areas of the country

Implementing more immediate measures is a way to offer tangible, definitive action in response to these community crises while awaiting debate, a compromise leading to the implementation of more strategic solutions. A multisystemic protracted reform initiative, while critical, will likely generate considerable political, regional and local control implications. This will potentially lead to further delays in fostering needed systemic reforms.

We need to implement more immediate actions to improve and support law enforcement to enhance the protection and safety of our communities. Furthermore, we need to reverse the trend of dysfunctional and adverse incidences arising with increasing and random frequency.

The rollout of a crisis intervention and prevention best practices "toolkit" is one step that can be implemented immediately.

The development of such a "toolkit" and associated training modules could be distributed to law enforcement personnel to assist and guide "on the ground" decision- making.

It would also offer an immediate resource to potentially help stop future tragic incidents, based on learned and guided interventions and de-escalation techniques. It can serve to complement and augment already established national crisis intervention team (CIT) training best practices.

The contents and training of this "toolkit" could include information in a concise format for practical application; selected "toolkit" information could be formatted as a pocket reference card, notebook insert, card deck or computer screen saver or iPhone app.

Contents could include:

· Mental health: Overview of populations served (adult, child adolescent, seniors)

· Crisis cycle de-escalation strategies

· Person-centered intervention strategies

· Setting effective limits and boundaries

· Addressing trauma symptoms, current and past

· Maintaining personal safety/avoiding harm

· The "whole person" concept in practice

· Types of mental health disorders

· Special focus issues (i.e., suicide intervention, aging, cognitive disorders)

· Scenario discussions, simulations/role play/critiques

· Substance use/co-occurring disorders

· Accessing community resources

· Mental health consumers/peer support specialists

· Verbal de-escalation techniques

· Law enforcement officer role, responsibilities and support

· Types of treatment programs available

The "toolkit" and associated training would serve as an adjunct resource and reference, and not a replacement for established best practice law enforcement policies and procedures.

Having such a "toolkit" and associated training on-hand and accessible for law enforcement and related personnel would be regarded as a "value-added" resource. It may also be subject to assessing its efficacy as a means to deter and de-escalate potentially volatile or otherwise "in the moment" and "in the field" decision-making.

Rick Karges is a licensed independent social worker and behavioral health clinician

Good advice when our world seems to be moving too fast !

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 16:56:23 GMT

Road sign at a scenic, peaceful nature preserve in Virginia....

How to Communicate Like a Leader

rkarges@live.com (rick karges) — Mon, 11 Mar 2024 16:55:43 GMT

LMA Thought for Today

Effective Leaders are Effective Communicators.

Good leaders communicate clearly, simply, and concisely. They communicate effectively the first time, avoiding mistakes, conflicts, and/or having to repeat themselves. Elements of effective communication include:

Clarity. People must clearly understand what is asked of them.

• Simplicity. State goals or requests so everyone knows what they are working toward.

• Conciseness. Respect others’ time be brief and say only what is important. Make your

words count.

• Honesty. When people trust you, they will invest of themselves, be open to change

and new challenges.

• Openness. Tell people what is happening in the workplace, they will often feel more

secure and more likely to take ownership, share ideas, and genuinely care,

Should Non-Profits Operate More Like a "Business?"

Tue, 16 Mar 2021 19:37:52 GMT

Many of these health and human service organizations meet the criteria to be designated as 501.C3 (non-profit) entities by the IRS. As such these programs are purposed to provide mission-critical services to the clients and communities they servExperienced executives and managers in the health and human services fields can often provide a wealth of wisdom, insight and perspective into the practical realities that go along with leading mission-driven, “helping” oriented organizations.

Usually governed by a volunteer Board of Directors, these “non-profits” deal with a range of societal problems and needs from serving individuals with physical and mental disabilities, to those who lacked safe affordable housing, the homeless, impoverished families, troubled, incarcerated youth, as well as adults and children suffering the serious and sometimes fatal consequences of alcohol and drug abuse, to victims of abuse and violence and those simply in need of safe harbor. As such, we are all in some way impacted by these societal problems be it direct relationship to the affected person(s), their families and friends, to employers, companies, our economy and local communities to name a few. Perhaps this is one reason these non-profit organizations make up the largest employment sector in the United States,

A constant theme faced in running these many non-profit organizations is trying to respond to the growing needs and expectations by those seeking services and having limited financial and/or physical resources to meet these demands. Overriding this charge is the expectation that services offered be of the highest quality and not compromised for the sake of meeting overwhelming demands. Certainly, this required performing balancing acts not unlike those exhibited by the Great Wallendas*. Some service organizations, funders and evaluators have been forced to adjust their criteria and measures of quality and eligibility for the sake of trying to balance the resource gap between demands and capability. Examples include: health care coverage variances and cost limitations, wide variances in the application of and criteria for States delivery of Medicaid waiver services, difficulties and the recent more stringent re-definition of homelessness by the US Department of Housing and Urban Development. To be fair, it should be recognized that significant strides have been made in allaying the even more serious impact of many of such potential shortcomings, due to the effectiveness and ingenuity of community-based, faith- based and other third sector non-profit organizations.

Nevertheless, a common refrain heard over the years by many who have led nonprofit health and human service organizations is “nonprofits would do a better job if they operated more like a business” As a rule, nonprofit organizations are, uniquely different from commercial businesses and government run entities. As such, one would reasonably expect to manage and govern them differently. However, there is not always a common framework for non-profit management, as is often the case in the business and government sectors. This dissimilarity is not to suggest that such models of management be applied to non-profit sector organizations. However, in the absence of more commonly identified management frameworks, non-profits (also known as “third sector”) organizations are frequently under pressure to look like and be like something they are not. It is not uncommon for nonprofits to be advised (by others not in the field) to become more structured and acculturated as businesses and entrepreneurial ventures in order too be more successful.

These recommendations are often voiced by well-intended and dedicated private sector professionals, many who also serve on nonprofit boards, are volunteers and donors offering valuable guidance, financial support and insight. The implication of their advice is “our way is better than yours” and nonprofits would better meet their obligations and commitments to the community by adopting and more “business savvy” approaches. It only makes sense to believe that a more business-oriented approach would lead to more “profitable” outcomes. So, given this, having non-profits operate more like businesses seems to be a logical conclusion.

Such suggestions and advice have led me to taking a deeper dive into the theory that nonprofits would be better off operating more like businesses. In my exploration my first task was to define what operating like a business actually means. Here is what I found:

First there is no one common definition of what is a “business”

• A simple business definition is to say that business occurs when a person or organization profits by providing goods or services in exchange for money." (Duhaime’s Dictionary).

• A business is an organization or enterprising entity engaged in commercial, industrial, or professional activities. Businesses can be for-profit entities or nonprofit organizations that operate to fulfill a charitable mission or further a social cause. Business is also the organized efforts and activities of individuals o produce and sell goods and services for profit.:

Business https://www.investopedia.com/terms/b/business.

Kaylan City Life www.kaylan-city.blogspot.com offers several definitions::

“Business is "The regular production or purchase and sale of goods undertaken with an objective of earning profit and acquiring wealth through the satisfaction of human wants."

"Business refers to a form of activity conducted with an objective of earning profits for the benefit of those on whose behalf the activity is conducted."

Business is defined as, "Human activity directed towards producing or acquiring wealth through buying and selling of goods."

The Balance of Small Business.com identifies the characteristics and features of business as:

1. Exchange of goods and services

2. Deals in numerous transactions

3. Profit is the main Objective

4. Business skills for economic success

5. Risks and Uncertainties

6. Buyer and Seller

7. Connected with production

8. Marketing and Distribution of goods

9. Deals in goods and services

10. To Satisfy human wants

11. Social obligations

The conclusion given these varying definitions, is that the concept of “business” applies across a range of functions, situations and purposes. One common theme that runs throughout these definitions is to equate business with profits, (more recognized as “surplus” in the non-profit world) but deviates in definition from there.

Comparing the measures and criteria tied to profit and non-profit entities is difficult one to make. For example, how does a company that has made record profits each year, paid handsome dividends to their shareholders and gained greater market share translate to measures of success of a non-profit carrying out its mission to save and/or better the lives of others, as well as, address and alleviate a myriad of society’s ills. An argument can be made that yes there are some crosswalks that can be made. Perhaps market share is one measure, profits vs surpluses, reinvestment activities, new product or service lines offer some parallels. Though it seems more differences than similarities are at play when it comes to comparing profit and non-profit “businesses”

Good to Great Author Jim Collins states when applying the principles of “greatness” to the social sector…” We must reject the idea-well-intentioned but dead wrong-that the primary path to greatness in the social sectors is to become “more like a business”. Most businesses-like most of anything else in life-fall somewhere between mediocre and good” Few are great …so why would we want to import the practices of mediocrity into the social sectors?’’

Some additional and interesting non-profit organizational facts to consider are:

• Non-profit and other third sector organizations are Americas largest employer and a national growth industry.

• Non-profits are considered helping organizations and “change agents” and are guided by community needs, problems and goals and providing for the common good.

• In the non-profit world, measures of success are typically based on

“softer” criteria that are more difficult to quantify than bottom line profits. Examples include how many people have been positively impacted and are changed human beings and assessing the social/emotional health and wellness of our communities.

• Having a large positive bottom line (profits or surplus) may actually be an indicator that services invested in are not being fully rendered to fulfill the non-profit organization’s stated mission (Non-Profit Quarterly, July 2013).

• Only about 30% (one third) of businesses or entrepreneurial ventures will survive their 10th year in business (U.S Department of Labor Statistics, 2016). This is not a model that suggests it be applied to non-profit startups.

• The average tenure of a corporate CEO is 4.9 years (Fortune Magazine) versus 12 years for non-profit CEO’s (Non-Profit Times), suggesting perhaps more stable and experienced leadership resides in non-profit realm.

Given the uniqueness of both profit and non-profit organizational entities, each of which are reflective of our American social cultural and economic value system, perhaps it is time to recognize and accept that differences exist, and each entity should be measured based on its own merits. Expecting a non-profit to operate more like a business, suggests they are not and that profits know best and are models to emulate force an issue that seems to be worn thin over the years. While many non-profits have evolved from informal or grassroots initiatives to more structured and formalized entities guided by corporate bylaws, mandated compliance standards, professional guidelines and ethics of care, and even research-based best practices, they still retain missions that are essentially focused on serving the common good and improving human lives. Less emphasis and recognition have been placed on how many profit- oriented businesses over time have adopted operating principles and methods reflective of values non-profit entities have long espoused. Such principles and practices have included promoting internal cultures of inquiry, implementing operational efficiencies (e.g. doing more with less) obtaining customer/ consumer feedback and establishing industry standards of service excellence (e.g. JCAHO, CARF and COA).

To conclude, it is seeming most accurate to define non-profit, mission driven organizations as already, in fact, operating as businesses in the context of their core mission and purpose. While viewed differently by some of those oriented to the private industry concept of “business” both are essentially complementary and exemplify the special characteristics of balancing profits with principles and is what makes the American way of life special.

References:

Collins, Jim. 2005. Good to Great and the Social Sectors (monograph to accompany

Good to Great) www.jimcollins com

Drucker, Peter. Managing the Nonprofit Organization Principals and Practices,

2006

Drucker, Peter. The Third Sector-America’s Non-Market Counter Culture. Social Contract Journal: Winter 1990-1991.

Duhaime's Law Dictionary www.duhaime.org

Business https://www.investopedia.com/terms/b/business.

The Balance www.thebalanceof smallbusiness.com, January,2018

The National Council of Non=Profits https;//www.councilofnonoprofitsorg/print/131

The Non-Profit Times 2014 Salary and Benefits Report http://thenonprofittimes.com/news-articles. January,2014

Kaylan City Life http://kalyan-city.blogspot.com/2011/03

Fortune Magazine www. fortune.com/tag/ceo-pay

About the Author: Richard R. Karges, LISW-ACSW

Richard R. Karges, has more than 35 years of leadership experience in the behavioral healthcare field. He the Owner and CEO of Leadership Management Associates, LLC, an organization dedicated to identifying, developing, and enhancing professional leadership skills and expertise in the helping professions as well as improving the organization, mission and functions of both non-profit and for-profit entities.

Rick has been published and interviewed in Behavioral Healthcare Magazine and has contributed to several other professional journals and academic manuscripts addressing mental health issues and practice areas. He received both his BS and MSW degrees from The Ohio State University and completed training at the US Army Academy of Health Sciences.

He is a member of NASW and the Academy of Certified Social Workers.

7e89488e

LMA SOCAT Tool

LMA launches new Strategic Organizational Capacity Assessment Tool

( SOCAT)

Leadership and LMA

Leadership Success

This is a subtitle for your new post

Balancing Work and Life

This is a subtitle for your new post

LMA Introduces New Organizational Capacity Assessment

Assess your organizational wellness

Qualities Of A Leader

Americas Most Distinguishing Feature

What is Luck?

We are where Helping professionals and organizations can go when they need help!

New Idea Exchange

Living in the Present Moment

Managing in the Non-Profit World

Promoting Leadership Wisdom and Respect In Todays World...

If its "business as usual" you are probably falling behind!

Principle- Centered Leadership

Top Ten Reasons to READ

Why is Work-Life Balance Important?​

Balancing Work and Life Slide Show

Principle-Centered Leadership: A Leadership Model for Success

Principle-Centered Leadership

Demonstrating Leadership in 2020

Where Preparation & Opportunity Meet

Personal View: Best practices 'toolkit' can help officers during crises

Good advice when our world seems to be moving too fast !

How to Communicate Like a Leader

Should Non-Profits Operate More Like a "Business?"

Why is Work-Life Balance Important?