Question

1. Describe the factors that affect community growth. 2. Define the Human Sigma Model and its components 3. Describe the idea of "fit." 4. Determine where to find community leaders. 5. Describe the steps in stakeholder analysis.

Answer 1

1.Community:A community is a social unit with commonality such as norms, religion, values, customs, or identity. Communities may share a sense of place situated in a given geographical area or in virtual space through communication platforms.

Factors Effecting community growth:Ecotourism in small-scale indigenous communities has the potential to lead to cultural reinvigoration, income opportunities, community cohesion, increased access to goods and services, variety in diet, educational opportunities, and resource-protection ideology among community members.

2.Human Sigma

Six Sigma changed the face of manufacturing quality, creating excellence by reducing variance in finished goods, revolutionizing businesses, and boosting profits. Now, Human Sigma is poised to do the same for sales and service organizations.

This book offers an innovative, research-based approach to one of the toughest challenges facing business today: how to drive success by effectively managing the moments where employees interact with customers. Based on research spanning 10 million employees and 10 million customers around the globe, the Human Sigma approach combines a proven method for assessing the health of the employee-customer encounter with a disciplined process for improving it.

Human Sigma is based on five new rules to bring excellence to the way employees engage and interact with customers:

• RULE #1: E Pluribus Unum. Employee and customer experiences must be managed together -- not as separate entities.
• RULE #2: Feelings Are Facts. Emotions drive and shape the employee-customer encounter.
• RULE #3: Think Globally, Measure and Act Locally. The employee-customer encounter must be measured and managed at the local level.
• RULE #4: There Is One Number You Need to Know. Employee and customer engagement interact to drive enhanced financial performance. And this interaction can be quantified and summarized with a single performance metric.
• RULE #5: If You Pray for Potatoes, You Better Grab a Hoe. This means that good intentions alone do not constitute a plan of action. Sustainable improvement in the employee-customer encounter requires disciplined local action coupled with a companywide commitment to changing how employees are recruited, positioned in roles, rewarded and recognized, and importantly, how they are managed.

Essential reading for today's global business leaders, Human Sigma shows how sales and service companies can flourish in the new global economy. It reveals a profoundly different method for managing human systems for growth. Blending strategic analysis with hands-on, practical steps and advice, Human Sigma will change how you view your work, your employees, and your customers forever.

About the Authors

John H. Fleming, Ph.D., is Chief Scientist for Gallup's Customer Engagement and HumanSigma practices. He consults with Gallup's global clients to help them improve customer engagement and enhance their business effectiveness.

Jim Asplund is Chief Scientist, Strengths-Based Development and Performance Impact Consulting at Gallup. He leads Gallup's global research on the science of human strengths and how to apply them to improve organizational performance.

3.IDEA Health & Fitness Association is a membership association for fitness and wellness professionals. ... IDEA is known for its company culture, centering it on the health and happiness of their employees.

4.Community leader they are most likely to use coercive power to discipline followers, often by secondary sources, for a person widely perceived to represent a community. A simple way to understand community leadership is to see it as leadership in, for and by the community.

A community leader is someone who is perceived to represent the community's interests and plays the role of protecting them.

10 Characteristics of Community Leaders

Traits of a good leader are common across disciplines, professions and geographical regions. Community leadership is unique in its approach and goals. Community leadership is not about managing or even coordinating. And it is certainly not about dictating or imposing your own ideas onto others.

In addition to traits of superior leadership in any discipline, such as integrity and responsibility, here are ten characteristics that are particular to excellent community leaders:

1. Maximize Individuals’ Strengths

Community leaders often work with volunteers. They may be elected by members of the community, assigned to work with a group, or they simply step forward and want to help. In any case, community leaders rarely have the luxury of choosing who they work with.

Your job involves being able to identify the strengths and interests of each person on your leadership team and maximize those talents and skills in a way that keeps your team engaged in the work. Your fellow leaders need to feel that they are making a meaningful contribution to the group, the community and the work.

2. Balance the Needs of Your Leadership Group

Some individuals may have a strong need for control. Others may have a deep need to be appreciated for their time and service. As a community leader, your job is to balance everyone’s needs, as well as keep your sights focussed on the work that needs to be done for the group to move forward.

3. Work as a Team

Let’s face it, community leadership is slow work. It is much less efficient than, say, military leadership, where underlings simply obey the orders of their superior officers. Community leadership means that one person does not do it all.

It can be useful to teach your leadership team the difference between efficiency and effectiveness. An efficient leader will take a task away from someone who is not completing their work in a timely manner. An effective leader will ensure that the person gets the support they need to complete the task. Effectiveness often takes more time than efficiency. Community leadership is about building relationships and working together. Being patient with one another and supporting one another process builds capacity and relationships. But be forewarned, this takes much more time than simply being efficient.

4. Mobilize Others

Even a leadership team can not do it all. You will likely have to work with staff and volunteers to undertake big projects. Community leadership is part education, part inspiration, part motivation and part mobilization.

Mobilizing others is not about telling them what to do, barking orders at them or dictating how things need to get done. It is about finding a balance between what needs to be done, who can do it, who is willing and has time to do it, assigning the work and then showing appreciation for others’ efforts. Learning to have some fun while you work together is an important aspect of mobilizing and motivating others.

5. Pitch In

There is a myth that leaders lead, and do-ers do. But in a community, leading by example is often the most effective way to get full buy-in for projects. Don’t schedule a community clean-up unless you are willing to get out there with a garbage bag yourself.

Community leaders are rarely have the luxury of focussing only on policy and governance. This kind of work involves arriving early, staying late, cleaning up, and generally rolling up your sleeves to pitch in.

6. Practice Stewardship

This is about getting people to take responsibility for their physical space and surroundings. This includes natural areas, structures and spaces. Stewardship means working together to protect, preserve and take care of your community. This involves renewing, repairing, rebuilding and constantly reviewing your physical community to ensure that it is healthy, strong and well-maintained.

7. Be Accountable to the Community

Above all else community leadership is about the people who live with you and near you. The people who form the community are the beneficiaries, but also those who whom you, as a leadership are accountable.

Community leadership is not just about policies, processes or procedures. More than anything, it is about people.

Often when I guide community leaders in my work, I will ask “What do you think will happen at the next Annual General Meeting if this does — or does not — move forward?” This keeps the leadership team focussed on why they are doing what they do, and why they are really making decisions.

8. Think forward

There is a saying in some Aboriginal communities about thinking five generations ahead. Being a community leader means not only thinking for today, or even tomorrow, but being able to make wise decisions that will still benefit the residents long after the current leadership team is gone.

9. Recruit and Mentor New Leaders

Speaking of the current leadership team being gone, community leaders often get so caught up in all the work that needs to be done today, that they forget to think about tomorrow. Planning for the future is an important aspect of community leadership. Having a healthy base of volunteers and having individuals ready to take on new positions are indicators of a healthy community.

Community leadership work means building a succession plan to keep the community strong as you move forward into the future.

10. Walk Beside, Don’t Lead From Above

In some models, leadership is a position in a hierarchy. Those at the top of the hierarchy have the power and make the decisions. Community leadership is about developing every persons capacity for leadership, starting with self-leadership and self-responsibility. Those who have positions of leadership must demonstrate principles and practices of good leadership by living the example. So, the community leader does not take the prime parking spot out of a sense of entitlement. There are no special privileges that put community leaders above others who live in the community. Every member of the community has responsibilities and rights. Community leaders walk beside others and listen to them.

A community leader’s job is not to take on all the problems of the world themselves and fix everything, but rather to work together with everyone in the community, to mobilize and guide others, to facilitate solutions and thing about the long-term health of the community and its people.

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Update: April 17, 2017 – This is one of the more popular posts on my blog. As of this update, it has had more than $55,000 views. If you liked it, please share or Tweet it:

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Sarah Elaine Eaton is a faculty member in the Werklund School of Education, University of Calgary, Canada.

5.

Stakeholder buy-in and approval is just as much about communication, education, and visibility as it is about strategic alignment. Stakeholders must be able to quickly and easily understand where a new project or investment fits into the larger business picture.

A stakeholder analysis allows you to map out and establish the appropriate level of communication with your stakeholders relative to their influence and interest in your project. A thoughtful stakeholder analysis will prime you for the advocacy you need or prepare you for the opposition you anticipate.

A stakeholder analysis template, also known as a power interest grid, can help you in four key ways:

• Gathering crucial input: You don’t know what you don’t know. Often, key stakeholders can deliver valuable insight that can help keep your project on track and successful.
• Gaining more resources: If your stakeholder has a full understanding of what it will take to get your project off the ground, they may be able to help you secure the people, tools, and resources you need to make you successful.
• Building trust: By consistently engaging and involving stakeholders in your process, you’re building trust that may make them quick to support upcoming projects.
• Planning ahead: Consistent feedback from key stakeholders helps you anticipate feedback and requirements on future projects and gain buy-in more quickly.

How to perform a stakeholder analysis

Performing a stakeholder analysis involves these three steps.

Step 1: Identify your stakeholders

Brainstorm who your stakeholders are. To do this, list all of the people who are affected by your work or who have a vested interest in its success or failure. Some of these relationships may include investors, advisors, teammates, or even family.

Step 2: Prioritize your stakeholders

Next, prioritize your stakeholders by assessing their level of influence and level of interest. The Stakeholder Power Interest Grid is the leading tool in visually assessing key stakeholders.

The position that you allocate to a stakeholder on the grid shows you the actions you need to take with them:

• High power, highly interested people: Fully engage these people, and make the greatest efforts to satisfy them.
• High power, less interested people: Keep these stakeholders satisfied, but not so much that they become bored with your message.
• Low power, highly interested people: Adequately inform these people, and talk to them to ensure that no major issues arise. People in this category can often be very helpful with the details of your project in a supportive role.
• Low power, less interested people: Again, monitor these people, but don’t bore them with excessive communication.

Step 3: Understand your key stakeholders

Now that stakeholders have been identified and prioritized, you need to understand how they feel about your project. Some good questions to ask include:

• Do they have a financial or emotional interest in the outcome of your work? Is it positive or negative?
• What motivates them the most?
• Which of your project information is relevant to them, and what is the best way to relay that information?
• What is their current opinion of your work? Is that opinion based on accurate information?
• Who influences their opinion, and are those influencers also your stakeholders?
• If they’re not likely to be supportive of your project, what can you do to win their support?
• If you can’t win their support, what can you do to manage their opposition?

Once you've prioritized your stakeholders and consider their attitude toward your project, you should also consider creating a project management communication plan.