Leadership Engagement as an Operations Strategy

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Organizations frequently overlook the "critical middle"--how the exercise of leadership at all levels and how the application of a well-integrated operations strategy contribute to results and outcomes. This webinar offers a practical framework for integrating defined leadership and management practices into a holistic operations strategy in order to maximize organizational outcomes. Strategic plans are crucial. Policies and systems are practical. But without an explicit operations strategy and a unified approach to leading and managing the human systems across an organization, significant promise is left unattained.

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Leadership Engagement as an Operations Strategy

  1. 1. Sponsored by:Leadership Engagement asan Operations StrategyDaniel DoucetteJune 5, 2013Twitter Hashtag - #npwebPartOf:
  2. 2. Sponsored by:Advising nonprofits in:• Strategy• Planning• Organizational Developmentwww.synthesispartnership.com(617) 969-1881info@synthesispartnership.comINTEGRATED PLANNINGPartOf:
  3. 3. Sponsored by:PartOf:Coming this June
  4. 4. Sponsored by:Today’s SpeakerDaniel DoucetteLeadership Coach & AdvisorWindfires: Leadership Engagement StrategiesAssisting with chat questions:Jamie Maloney, 4GoodFounding Director of Nonprofit Webinars and Host:Sam Frank, Synthesis PartnershipPartOf:
  5. 5. Leadership Engagementas an Operations StrategyNonprofitwebinars.comJune 5th, 2013
  6. 6. Agenda• Why “Operations Strategy”?• Framing Your Strategy• Leadership, Management &Production Practices
  7. 7. HOW?
  8. 8. Theory of PerformanceIntentional leadership andmanagement practicesimplemented through explicitoperations strategiesenable people to sustainmaximum results.
  9. 9. Operations StrategyFramework to influenceperformance over a short term(6 – 12 months) in pursuit ofarticulated strategic goals.Not “where” or “why”.
  10. 10. Operations StrategyCore principles serving as aplatform for guiding decision-making and choices across unitsand functions.Not the “what” or “who”.
  11. 11. Operations StrategyvisionmissionstrategytargetsHumansOrganizingWillpowerstructurepoliciesprocesssystemsHow?
  12. 12. Framing Your Strategy• H.O.W. Humans Organizing Willpower• Framework of principles & practices• To influence performance by guidingdecision-making & choices
  13. 13. Framing Your StrategyOperationsStrategyManagementPracticesLeadershipPracticesProductionPractices
  14. 14. Framing Your Strategy• Vision stewardship• Learning• Norm-setting• Networking• Engagement orientationLeadership Practices
  15. 15. Framing Your Strategy• Resource stewardship• Controlling• Decision-making• Aligning• Discipline orientationManagement Practices
  16. 16. Framing Your Strategy• Quality stewardship• Innovating• Standards-setting• Coordinating• Effectiveness orientationProduction Practices
  17. 17. Framing Your StrategyOperating Strategy:Performance OrientationLeadership Management ProductionVision stewardship Resource stewardship Quality stewardshipLearning Controlling InnovatingNorm-setting Decision-making Standards-settingNetworking Aligning CoordinatingEngagement orientation Discipline orientation Effectiveness orientation
  18. 18. Framing Your StrategyOperating Strategy:Performance OrientationLeadership Management ProductionVision stewardship Resource stewardship Quality stewardshipChoose your ownEngagement orientation Discipline orientation Effectiveness orientation
  19. 19. Leadership, Management &Production PracticesThe real intention:• Behavior-based as much as task-driven• Discipline as opposed to documentation• A shape for conversations• A platform for returning to key questions
  20. 20. Leadership, Management &Production PracticesExample 1: Operationalizing “learning”.• Statement of definition: “Our operatingdefinition of ’Learning’ is: the process ofacquiring new knowledge or skills throughstudy, reflection, experience, and appliedpractice.”
  21. 21. Leadership, Management &Production PracticesExample 1: Operationalizing “learning”.• Statement of principle: “XYZ organizationrecognizes the value of continuous learning aspart of our corporate culture. Formal traininghas its place, but we encourage experientiallearning as an effective approach forrendering meaningful results.”
  22. 22. Leadership, Management &Production PracticesExample 1: Operationalizing “learning”.• Statement of practice: “All managers areexpected to work with their staff to defineopportunities for learning within the context ofperforming their jobs. These opportunities arebest articulated in terms of a learning goal,support needed from others, measure ofsuccess, and relevance to organizationobjectives.”
  23. 23. Leadership, Management &Production PracticesExample 2: Operationalizing “standard-setting”.• Statement of definition: “Our operatingdefinition of ’Standard-setting’ is: the processof coordinating, promulgating and revisingcommonly accepted methods for delivering aservice in conformance with prescribed criteriaof quality, safety and performance.”
  24. 24. Leadership, Management &Production PracticesExample 2: Operationalizing “standard-setting”.• Statement of principle: “XYZ organizationemploys standard-setting as a tool for sharingmethods that have been demonstrated torender effective results, promotecompetitiveness, or mitigate risk. Standardsare not intended, however, to hamperresponsiveness to context or opportunity forinnovating.”
  25. 25. Leadership, Management &Production PracticesExample 2: Operationalizing “standard-setting”.• Statement of practice: “Each division willmaintain a cross-functional working group(s)to coordinate the periodic review and revisionof relevant standards. Standards willdistinguish between strict policies which arematters of compliance vs recommendedmethods or approaches with flexibility forjudgment in how they are applied.”
  26. 26. Leadership, Management &Production PracticesStatements of definition, principle, practice• How does the operations strategy serve to:– Shape meaningful conversations amongmanagement, within teams, and betweenfunctions?– Raise key questions that elevates performance?– Advance the competitiveness and strategicinterests of the orgainzation?
  27. 27. Re-Cap• Why “Operations Strategy”?• Framing Your Strategy• Leadership, Management &Production Practices
  28. 28. LEADERSHIP ENGAGEMENTas anOPERATIONS STRATEGYDaniel DoucetteLeadership Advisor & Operations Strategistdaniel@windfires.com www.windfires.com
  29. 29. Sponsored by:Find listings for our current seasonof webinars and register at:NonprofitWebinars.comPartOf:

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