Assessing your nonprofit's culture and plan for advancement smith


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  • Precursor –Good corporate culture has the look and feel of something organic and uncontrived – something that just exists.That’s the rub. Culture does not and never will exist “just because.” Culture is a balancing act between many elements and requires careful execution. Culture must be led, nurtured, constantly monitored, and adjusted. You must combine the right elements in a cultural petri dish. These elements are interdepdent – they do not stand alone. This really is an all-or-nothing proposition – you cannot be a little entreprenerial. They all need to be used and put in their right place. When in place, they support each other.
  • What are these like?CLAN – A friendly workplaceAdhocracy – A dynamic and creative workplaceMarket – A competitive workplaceHierarchical – A structured and formal workplaceWhat are the leaders like? Give me some examples.Clan – FathersAdhocracy – StimulatorsMarket – Hard DriversHierarchical - Coordinators
  • Assessing your nonprofit's culture and plan for advancement smith

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    3. 3. Why? • The pictures pretty bleak, gentlemen ... the worlds climates are changing, the mammals are taking over, and we all have a brain about the size of a walnut. 3
    4. 4. Definitions• Culture – From Latin word “cultura” meaning “to cultivate” – “An energy force that becomes woven through the thinking, behavior, and identity of those within the group.” – Debra Thorsen – Visible • Dress code, titles, relationships, vocabulary – Invisible • Values, rules, attitudes, standards, ritual s – Vision & Mission ≠ Culture 4
    5. 5. Definitions• Entrepreneur – From the French word “entreprendre” meaning “to undertake or to set out on a new mission” – “An entrepreneur always searches for change, responds to it, and exploits it as an opportunity.” – Peter Drucker – Work is more than a job, it’s a lifestyle 5
    6. 6. Profile of a Typical Nonprofit Culture Mission- Focused “We must reject the idea – well- intentioned, but dead wrong – that the primary path to greatness in the social sectors is Risk Focused on to become “more like business.” Avoidance Payer Model* Most businesses – like most of anything else in life – fall between mediocre and good. Few are great.” - Jim Collins Resource Consensus- constrained driven *DEFINITION: Focused on who gives them money as a key driver 6Analysis conducted by CASE/Duke University
    7. 7. Profile of a Social EntrepreneurialCulture Keep mission first, but know that without money, there is no mission Willing to take risk on “Innovative often means little Weigh both social & behalf of those they more than “well implemented.” - financial return serve Christine Letts, William R. Ryan, & Allen Grossman Source: Brinckerhoff, Peter Understand that all C. Mission-Based resource allocation are Looking for new ways to Management: Leading Your really stewardship serve & add value Not-for-Profit In the 21st investments Century. Hoboken, NJ: John Wiley and Sons, 2009. 7
    8. 8. Four Key Elements Results & Learning Openness Adaptability Rewards Organization 8
    9. 9. Openness • The promise of negative consequences can be highly motivational. 9
    10. 10. Openness• Definition: “Describes active imagination, aesthetic sensitivity, attentiveness to inner feelings, preference for variety, and intellectual curiosity”• Tips – Open your door • Be available for brainstorming • Participate without controlling – Open your mind and close your mouth • Listen first and share last • Foster intellectual dialogue and promote open debate – Share information and lessons learned widely • Create an environment where people share success and failure • Create “bumping into” spots for information exchanges • Share information about the organization, so employees understand the “big picture” 10
    11. 11. Adaptability • Combining a raft with a trailer to make a Redneck houseboat. 11
    12. 12. Adaptability• Definition: “The ability of a nonprofit organization to monitor, assess and respond to internal and external changes.” – Monitor performance • Measure performance and identify both problems and possibilities for improvements – Customize to your clients • Understand how well clients served and what changes need to be made to improve the quality of service – Inertia kills innovation • Use the organization’s people and knowledge to create new ways to solve the same issues – Treat your employees like owners • Create jobs and organizations where staff and volunteers see the results of their work – the foundation for motivating people 12
    13. 13. Results & Rewards • The tallest blade of grass is the first to be cut by the lawnmover. 13
    14. 14. Results & Rewards• Frontliners know best – Push responsibility and accountability downward to employees on the frontlines• Measure outcomes, not activities – Establish clear performance goals and expectations• Reward employees when you notice the “right behaviors”• Encourage employees to “fail early, fail fast, fail cheap”• Reward “organization citizenship” – Encourage team players or employees who collaborate outside their roles for the betterment of the organization 14
    15. 15. Learning Organization • Putting the learning disabled in YeILD. 15
    16. 16. Learning Organization• Definition: Organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. – Peter Senge – Create a vision that inspires action (“shared vision”) – Create a “we’re all in this together” attitude (“team learning”) – Understand how your organization and its environment works (“systems thinking”) – Encourage employees to grow and learn without fear (“personal mastery”) – Challenge ways to thinking and working (“mental models”) 16
    17. 17. How to Change? 17
    18. 18. OCAI Assessment – Homework &Handout A Flexibility & Discretion CLAN ADHOCRACY Personal place; Dynamic & extended family entrepreneurial Nurturing environment Risk taking Values participation & Values innovation & consensus creativityInternal Focus & External Focus & Integration Differentiation HIERARCHY Favors MARKET structure, tradition, & Results oriented control Values competition & Values achievement coordination, stability, & efficiency Source: Adapted from Robert Quinn and Kim Stability & Control Cameron 18
    19. 19. Exercise – Handout B• Spend 10-20 minutes thinking about questions and filling out your answers.• When you are ready, work with a partner or lunch table to share your ideas.• Share and discuss situations, good ideas, and problem solve. 19
    20. 20. More about SuzanneManaging Director, Social Impact Architects National Member Board Member, Social Enterprise Alliance Consultant Member, Society for Organizational Learning Research Fellow, Center for the Advancement of Social Entrepreneurship at Duke University at the Fuqua School of Business Adjunct Faculty, University of North Texas Local Leader Dallas, Texas - Texas Social Innovation Initiative, Dallas Social Venture Partners, & Social Enterprise Alliance DFW Chapter Cincinnati, Ohio – Leadership Council of Human Service Executives, Flywheel Social Enterprise Hub Durham, NC – Bull City Forward (Social Innovation Initiative) & Social Enterprise Network of the Triangle 20