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WORK TITLE: Lessons for Nonprofit and Start-up Leaders
WORK NOTES: with Maxine Harris
PSEUDONYM(S):
BIRTHDATE: 1969
WEBSITE:
CITY:
STATE:
COUNTRY:
NATIONALITY:
https://msbonline.georgetown.edu/online-masters-in-finance/msf-faculty/michael-oleary * https://gufaculty360.georgetown.edu/s/faculty-profile?netid=mbo9%2F
RESEARCHER NOTES:
PERSONAL
Born 1969; married; children: two.
EDUCATION:ADDRESS
CAREER
Georgetown University, McDonough School of Business, Washington, DC, professor of leadership, management, and innovation. Has taught at Boston College’s Carroll School of Management and worked as management consultant at Coopers & Lybrand and policy analyst at Pelavin Associates.
AVOCATIONS:Soccer, tennis, racquetball, skiing, travel, cooking, watching college basketball.
AWARDS:Teaching awards including Dean’s Distinguished Service Award, Georgetown University.
WRITINGS
Contributor to books, including Developments in Educational Finance and Multi-Team Systems: An Organization Form for Dynamic and Complex Environments. Contributor to journals, including Academy of Management Review, MIS Quarterly, and Journal of Organizational Behavior.
SIDELIGHTS
Michael B. O’Leary, professor of leadership, management, and innovation at Georgetown University’s McDonough School of Business, is coauthor, with clinical psychologist Maxine Harris, of Lessons for Nonprofit and Start-up Leaders: Tales from a Reluctant CEO. It tells the story of Community Connections, a behavioral health care organization in Washington, DC, which Harris founded it in 1984 with Helen Bergman (Bergman died in 2011). It has served a variety of populations, including homeless people, substance abusers, and survivors of trauma, often with gender-specific approaches. Community Connections grew from an organization with three employees and a few dozen clients to one with a staff of more than 400 serving more than 3,000 people a year, making it the largest provider of behavioral health care in the District of Columbia. In the book Harris and O’Leary describe the challenges this growth created and how Community Connections met them. They address topics including organizational culture, hiring decisions, leadership styles, and planning for succession. They begin each chapter with a fairy tale illustrating these challenges, with titles such as “A Fable to Reach the Sky,” “The Magic Ring,” and “Crossing the Woods,” then offer a case study of how the organization dealt with them.
“Some people learn best when their imaginations are engaged,” Harris and O’Leary write in their introduction. “It is no surprise that every culture, from the Maori in New Zealand to the Navajo in North America to the Danish in Western Europe, has a tradition of fairy tales–stories of fanciful creatures and naive protagonists, set in an imaginary land, in a time long ago. As these stories engage our imaginations, they teach us a moral lesson, a way to solve a problem, or an explanation for how hings work in the world.”
Several critics considered the use of fairy tales an effective way to illustrate how businesses overcome obstacles, and also praised Lessons for Nonprofit and Start-up Leaders for its in-depth study of a single organization. “This provides both an excellent illustration of the point to be discussed and a good memory hook to remember the point,” related the blogger behind Ozrhodes.com. The book is “an entertaining and thought-provoking read and the lessons identified and the solutions delivered are insightful,” the blogger continued. A Publishers Weekly reviewer observed that Harris and O’Leary offer an “informative and thorough exploration” of Community Connections, then concluded that their work will “impart to readers a solid understanding of how one organization met its challenges.”
BIOCRIT
PERIODICALS
Publishers Weekly, June 26, 2017, review of Lessons for Nonprofit and Start-up Leaders: Tales from a Reluctant CEO, p. 168.
ONLINE
Georgetown University Faculty Website, https://gufaculty360.georgetown.edu/ (April 11, 2018), brief biography.
Ozrhodes, https://www.ozrhodes.com/ (March 20, 2018), review of Lessons for Nonprofit and Start up Leaders.
Michael O’Leary, PhD, is professor of Leadership, Management, and Innovation at Georgetown University, and is a former policy analyst and management consultant. He has taught a wide variety of executive programs for organizations in the U.S., Europe, Asia, the Middle East, and South America (including the World Bank Group, OPIC, and IDB). He is also co-designer of the Presidential Leadership Scholars Program, which was founded by the Bush and Clinton Foundations. His research deals with high-performing virtual teams, multitasking, multi-teaming, and teams facing resource constraints. In 2015, his study about dispersed and face-to-face colleagues won Research Paper of the Year Award from Europe’s largest association of IT executives.
MAXINE HARRIS
Maxine Harris, PhD
CEO for Clinical Affairs and Co-Founder
Community Connections
801 Pennsylvania Ave. SE Suite 201 Washington , DC 20003
Phone: (202) 608-4794
Fax: (202) 608-4286
Email: rwolfson@ccdc1.org
RESEARCH INTERESTS
Trauma Recovery of adult women with serious mental health, PTSD, and substance abuse concerns; male trauma survivors with mental health and substance abuse concerns; adult women with HIV and mental health concerns; Intentional Recovery Communities; Peer-to-Peer Recovery Support Services; Trans-generational Violence
RESEARCH SUMMARY
Principal Investigator in Randomized Controlled Study of TREM & PTSD funded by NIMH; Senior Project Consultant for Sisters Empowering Sisters: A Peer Recovery Community for Women (SAMHSA funded).
Senior Project Consultant for Creating Communities, an integrated services project for chronically homeless individuals with severe mental illness (SAMHSA funded).
Senior Project Consultant for the West Institute Co-Occurring Disorders Study, a multi-level project testing psychosocial and pharmaceutical interventions for substance abuse among people with co-occurring mental health and substance use disorders (funded by the West Family Foundation).
Senior Clinical Consultant for the Isis Program, a services program for African American women with mental health concerns and HIV (SAMHSA funded).
Co-Principal Investigator in former DC Trauma Collaboration Study funded under the Women, Co-Occurring Disorders and Violence Study (SAMHSA funded)
REPRESENTATIVE PUBLICATIONS:
Books:
The Twenty-Four Carat Buddha and Other Fables: Stories of Self-Discovery. Sidran Press, March 2004.
Using Trauma Theory to Design Service Systems: (ed. with Roger Fallot), New Directions for Mental Health Services, Jossey Bass: San Francisco Spring 2001
Healing the Trauma of Abuse: A Women’s Workbook (with Mary Ellen Copeland} New Harbinger Press, 2000
Trauma Recovery and Empowerment: A Clinician’s Guide to Working With Women in Groups, Free Press, 1998
Sexual Abuse in the Lives of Women Diagnosed with Serious Mental Illness (ed with Christine Landis) Harwood Academic Publishers, 1997
Articles:
Fallot, R.D., McHugo, G.J., Harris, M., & Xie, H. (2011). The Trauma Recovery and Empowerment Model (TREM): A quasi-experimental effectiveness study. Journal of Dual Diagnosis, 7(1), 74-89.
Ford, J.D., Fallot, R.D., & Harris, M. (2009). Group therapy approaches to complex traumatic stress disorders. In Courtois, C. & Ford, J.D. (Eds.). Treating Complex Traumatic Stress Disorders: An Evidence-Based Guide. (pp. 415-440). New York: Guilford Press.
Fallot, R.D. & Harris, M. (2008). Trauma-informed services. Reyes, G., Elhai, J.D., & Ford, J.D. (Eds.). The Encyclopedia of Psychological Trauma. (pp. 660-662). Hoboken, NJ: John Wiley.
Fallot, R.D. & Harris, M. (2008). Trauma-informed approaches to systems of care. Trauma Psychology Newsletter, Division 56 of the American Psychological Association, 3(1), 6-7.
Whitley, R., Harris, M., Fallot, R., & Berley, R.W. (2007). The active ingredients of intentional recovery communities: Focus group evaluation. Journal of Mental Health, 17(2), 173-182.
Harris, M., Fallot, R.D., and Berley, R.W. (2005). Qualitative interviews with female abuse survivors on substance abuse relapse and relapse prevention. Psychiatric Services, 56(10), 1292-1296.
Fallot, R.D. and Harris, M. (2004). Integrated trauma services teams for women survivors with alcohol and other drug problems and co-occurring mental disorders. Alcoholism Treatment Quarterly, 22(3/4), 181-199. Co-published in Veysey, B. and Clark, C. (Eds.). Responding to Physical and Sexual Abuse in Women with Alcohol and Other Drug and Mental Disorders. Binghamton, NY: Haworth Press.
The Trauma Recovery and Empowerment Model: Conceptual and Practical Issues in a Group Intervention for Women, Fallot and Harris, Community Mental Health Journal, December, 2002
The Relationship Between Dimensions of Violent Victimization and Symptom Severity Among Episodically Homeless, Mentally Ill Women (with Goodman and Dutton), Journal of Traumatic Stress Vol. 10, No 11997
Treating Sexual Abuse Trauma With Dually Diagnosed Women, Community Mental Health Journal Vol.32, No. 4,1996.
Michael O'Leary
Teaching Professor
Biographical Information
Career Information
Michael Boyer O’Leary graduated from MIT’s Sloan School of Management (PhD, Organization Studies) and Duke University (BA, Public Policy). Previously, he was on the faculty at Boston College’s Carroll School of Management and worked as a management consultant (Coopers & Lybrand) and policy analyst (Pelavin Associates, now American Institutes of Research). Prof. O’Leary’s research and teaching deals with high performing teams, young leaders, multitasking, multiteaming. His work has been published by MIT Press and in the Academy of Management Review, IESE Insight, Journal of Organizational Behavior, Organization Science, MIS Quarterly, Organization Studies, and Academy of Management’s Best Paper Proceedings. Prof. O’Leary teaches classes on leadership, organizational change, organizational behavior, and teams at the undergraduate, MBA, EMBA, GEMBA, PhD, and executive levels. At the executive level, he has worked with the World Bank, IFC, OPIC, Booz Allen, Deloitte, the Irish Times, Abengoa, Telvent, Josoor Institute/World Cup 2022, Inter-American Development Bank, AACSB, INSEAD's Global Leadership Development Program, and a variety of other organizations. He is co-lead academic advisor for the Presidential Leadership Scholars program, and academic director of leadership development programs for AARP, Community Connections of DC, and ESADE's Executive Master in Healthcare Organization Leadership (EMHOL) program's Georgetown module, among others. He has won multiple teaching awards at both Boston College and Georgetown. At Georgetown, he led the effort to re-design the undergraduate Management major and received the 2010 Dean’s Distinguished Service Award. At Boston College, he helped design a first-year introductory course in leadership, management, and ethics for all incoming undergraduate students, and helped re-design the MBA and undergraduate leadership and management majors. O’Leary is or has been a member of the executive committee of the Academy of Management’s Organizational Communications and Information Systems Division, the Interdisciplinary Network of Group Researchers (INGRoup) and Harvard’s GroupsGroup since their founding. He serves (or has served) as an expert reviewer for three National Science Foundation grant review panels -- Innovation and Organizational Sciences (IOS), Cyber-Enabled Discovery and Innovation (CDI) program, and Research and Evaluation on Education in Science and Engineering (REESE). He also has reviewed for more than two dozen academic journals. Prior to his academic career, Prof. O’Leary worked as a management consultant for Coopers & Lybrand, where his practice focused on higher education, medical, and non-profit institutions. Before that, he served as a policy analyst in the Washington, DC office of Pelavin Associates Inc., now part of American Institutes of Research. At Coopers & Lybrand, his clients included major research universities and medical centers (e.g., Columbia, Georgetown, Stanford, Tufts, Boston University, and the Universities of Pennsylvania and Minnesota), as well as several large nonprofit organizations (e.g., the Educational Testing Service and the NCAA). His consulting clients were all undergoing major changes in their information technology systems and dealing with the strategic, organizational, and behavioral implications of those new systems. At Pelavin Associates, his clients included the U.S. Departments of Education and Labor, the National Center for Education Statistics, the Census Bureau, the Bureau of Indian Affairs, and the Bureau of Prisons. Prof. O’Leary served as a member of the Duke University Board of Trustees from 1991 to 1995 and the Academic Advisory Board of Creative Realities Inc., an innovation consultancy. He grew up and attended public schools in Stony Brook and Setauket, New York, lives with his wife and two children in Bethesda, Maryland. He plays soccer, tennis, and racquetball; is an avid fan of college basketball; and loves to travel, ski, and cook.
Education
Massachusetts Institute of Technology - Ph.D.
Duke University - B.A.
Lessons for Non-profit and Start-up Leaders: Tales from a Reluctant CEO
Publishers Weekly. 264.26 (June 26, 2017): p168.
Copyright: COPYRIGHT 2017 PWxyz, LLC
http://www.publishersweekly.com/
Full Text:
Lessons for Non-profit and Start-up Leaders: Tales from a Reluctant CEO
Maxine Harris and Michael B. O'Leary. Rowman & Littlefield, $34 (188p) ISBN 978-14422-7653-6
Harris, cofounder of D.C.-based nonprofit Community Connections, and O'Leary, a professor of leadership at Georgetown University's McDonough School of Business, team up to examine the challenges of establishing a new organization in this informative and thorough exploration. The authors take an unusual approach to their topic by starting each chapter with a fairy tale "from our collective imagination" that colorfully illustrates a specific business hurdle, such as learning how to hire the right people, overcoming obstacles, or winning over stakeholders. These stories receive titles such as "A Fable to Reach the Sky," "The Magic Ring," and "Crossing the Woods." Each fairy tale is followed by a case study that shows how Community Connections dealt with the issue at hand. By using Community Connections as the sole source for their case studies, the authors impart to readers a solid understanding of how one organization met its challenges. While many business books provide examples from multiple companies in the name of breadth, seldom do readers have the opportunity to explore a sole organization in such depth. (Sept.)
Source Citation (MLA 8th Edition)
"Lessons for Non-profit and Start-up Leaders: Tales from a Reluctant CEO." Publishers Weekly, 26 June 2017, p. 168. General OneFile, http://link.galegroup.com/apps/doc/A497444426/ITOF?u=schlager&sid=ITOF&xid=e623d1f1. Accessed 20 Mar. 2018.
Gale Document Number: GALE|A497444426
Book Review – Lessons for Non-Profit and Start up Leaders – Tales From a Reluctant CEO
1414 101010 1717 | Book Review
Book Review – Lessons for Non-Profit and Start up Leaders – Tales From a Reluctant CEO
In Lessons for Non-Profit and Start-Up Leaders: Tales from a Reluctant CEO,Maxine Harris and Michael O’Leary offer a valuable insight into the workings of a nonprofit organisation that has faced many of the challenges that growing companies face.
The interesting and effective additional feature in this book is that the authors have used fables to set a context for each of the lessons presented. This provides both an excellent illustration of the point to be discussed and a good memory hook to remember the point.
The main areas of any organisation are covered well including:
Culture
Delivery (making the idea come alive)
Power, Authority and Responsibility Distribution
Hiring
Problem Solving
Engaging with the Market (outside World)
Self and Organisational Awareness
Preparing for the Future
Each chapter presents one of these themes with a Fable followed by an explanation. A series of case studies illustrate the lesson being discussed and explores how the organisation deals with each.
Maxine further illustrates the point by adding a personal note from her position as CEO. This adds a very clear insight into the thinking of this particular CEO and is, I suspect, reflective of the thinking of many other senior leaders in such positions.
The last section of the chapter provides other broader reading to support the reader if they too are facing the challenge in that chapter.
Of particular note are the sections that discuss Power, Hiring and Problem Solving.
Maxine discusses in detail the problems encountered by a pro hire and the subsequent handling of that situation. It led to a continued poor performance and a reduction in trust in the leadership. This section is valuable reading if you are in the hiring process at the moment.
The problem-solving section covers understanding the framing of the problem and breaking it down to address the underlying issues and not just the symptoms.
Of particular note is the section that discusses Power, Authority and Responsibility and this is often the most challenging problem faced by a growing organisation. Knowing who is responsible for the delivery of a particular project or task and ensuring that person is given and treated as having the power to do so is critical to success.
The fables and Case Studies make Lessons for Non-Profit and Start-Up Leaders an entertaining and thought-provoking read and the lessons identified and the solutions delivered are insightful. While these solutions may not work for all situations they offer several options to consider.
Overall an interesting and entertaining presentation of the challenges that Maxine faced as CEO and a useful look into how nonprofit businesses see their role.
Grow!