This document provides an overview of a presentation by Dr. Rob Sheehan on developing breakthrough strategies for nonprofits. Sheehan discusses establishing an aspirational vision and setting "almost impossible" stretch goals to drive higher levels of innovation. He emphasizes adopting a new mindset and being willing to think unreasonably. Sheehan also outlines a strategy development process involving establishing a mission gap, visioning, goal-setting, and creating a strategy narrative. The document encourages leaders to set ambitious stretch goals and establish a safe environment for risk-taking and learning from failures.
2016-06-21 Breakthrough Strategy for NonprofitsErin Crowley
This document provides an overview of a presentation by Dr. Rob Sheehan on developing breakthrough strategies for nonprofits. Some key points:
- Sheehan discusses establishing a "mission gap" by comparing an organization's mission if fully accomplished to current reality.
- He advocates adopting an aspirational mindset to develop a vision for closing the mission gap and setting aggressive stretch goals, rather than attainable goals.
- Stretch goals that seem "almost impossible" are proposed to drive higher levels of innovation and creativity to increase mission impact.
- A safe environment is needed to encourage risk-taking and learning from failures in pursuing stretch goals.
- The presentation provides a framework for nonprofit strategy
The Leadership, Strategy, Innovation Link: A Conversation About PossibilitiesRaffa Learning Community
This document summarizes a presentation given by Dr. Rob Sheehan on leadership, strategy, and innovation in nonprofits. The presentation discusses establishing an aspirational vision and setting strategic stretch goals that push organizations further than what seems attainable. Sheehan argues that leaders should create a shared vision and goals that reflect constituents' dreams in order to inspire effort and persistence. Goals should be outcome-focused, measurable, and either aggressive yet achievable or almost impossible to maximize performance. The document provides examples and frameworks to guide nonprofit leaders in developing breakthrough strategies through an innovative planning process.
Designed to help nonprofit and foundation leaders design bold new strategies. Based on 12 thought-inspiring questions to get to a Simple Unifying Idea.
The document discusses how to build a strong corporate culture through branding and shared values. It emphasizes that corporate culture is defined by both visible branding and internal shared values and behaviors. It suggests objectives like building a culture of motivation, listening, and excellence. Strong corporate cultures are differentiated from competitors and help build long-term reputation. Managing culture requires assessing values, attitudes, and ensuring branding matches customer expectations.
This document discusses adaptive leadership and how it differs from traditional management. It provides summaries of what traditional managers and leaders do, as well as why agile teams need leaders rather than managers. The core mindsets of adaptive leadership are described as embracing ambiguity, envisioning and evolving, enabling collaboration, and riding paradox. It also discusses how to transition from being a manager to a leader, including setting your vision, leading with trust, and serving others. Key behaviors that foster trust are recognized, including showing vulnerability.
This document discusses strategy execution and the three main building blocks required for effective execution: 1) The leader's essential behaviors which include knowing the business, insisting on realism, setting clear goals, following through, rewarding performance, coaching employees, and self-awareness. 2) Creating an execution culture through clear expectations, coaching, and rewarding results. 3) Having the right people through a robust talent process focused on meeting strategic needs, leadership development, and managing underperformance. Effective execution also requires alignment between the strategy, people, and operational processes.
This document discusses strategy execution and the importance of execution as a discipline and integral part of strategy. It outlines three building blocks of execution: 1) the leader's seven essential behaviors like knowing their people and business, insisting on realism, and rewarding doers, 2) creating an execution culture, and 3) having the right people in the right jobs. Effective execution requires leadership involvement across strategy, people, and operational processes.
The document outlines three keys to innovative leadership presented by Dr. Bobby Gilstrap. Key #1 discusses five intangibles of innovative leaders: they lead with drive, insight, personal connection, are contemplative, and lead with passion. Key #2 discusses seven principles: know yourself, let go of the past, learn your purpose, live with openness to change, learn teamwork, share leadership, and let creativity flourish. Key #3 discusses seven practices: listen to God, listen to people, help others succeed, speak truth in love, build networks, pursue excellence, and model stability.
2016-06-21 Breakthrough Strategy for NonprofitsErin Crowley
This document provides an overview of a presentation by Dr. Rob Sheehan on developing breakthrough strategies for nonprofits. Some key points:
- Sheehan discusses establishing a "mission gap" by comparing an organization's mission if fully accomplished to current reality.
- He advocates adopting an aspirational mindset to develop a vision for closing the mission gap and setting aggressive stretch goals, rather than attainable goals.
- Stretch goals that seem "almost impossible" are proposed to drive higher levels of innovation and creativity to increase mission impact.
- A safe environment is needed to encourage risk-taking and learning from failures in pursuing stretch goals.
- The presentation provides a framework for nonprofit strategy
The Leadership, Strategy, Innovation Link: A Conversation About PossibilitiesRaffa Learning Community
This document summarizes a presentation given by Dr. Rob Sheehan on leadership, strategy, and innovation in nonprofits. The presentation discusses establishing an aspirational vision and setting strategic stretch goals that push organizations further than what seems attainable. Sheehan argues that leaders should create a shared vision and goals that reflect constituents' dreams in order to inspire effort and persistence. Goals should be outcome-focused, measurable, and either aggressive yet achievable or almost impossible to maximize performance. The document provides examples and frameworks to guide nonprofit leaders in developing breakthrough strategies through an innovative planning process.
Designed to help nonprofit and foundation leaders design bold new strategies. Based on 12 thought-inspiring questions to get to a Simple Unifying Idea.
The document discusses how to build a strong corporate culture through branding and shared values. It emphasizes that corporate culture is defined by both visible branding and internal shared values and behaviors. It suggests objectives like building a culture of motivation, listening, and excellence. Strong corporate cultures are differentiated from competitors and help build long-term reputation. Managing culture requires assessing values, attitudes, and ensuring branding matches customer expectations.
This document discusses adaptive leadership and how it differs from traditional management. It provides summaries of what traditional managers and leaders do, as well as why agile teams need leaders rather than managers. The core mindsets of adaptive leadership are described as embracing ambiguity, envisioning and evolving, enabling collaboration, and riding paradox. It also discusses how to transition from being a manager to a leader, including setting your vision, leading with trust, and serving others. Key behaviors that foster trust are recognized, including showing vulnerability.
This document discusses strategy execution and the three main building blocks required for effective execution: 1) The leader's essential behaviors which include knowing the business, insisting on realism, setting clear goals, following through, rewarding performance, coaching employees, and self-awareness. 2) Creating an execution culture through clear expectations, coaching, and rewarding results. 3) Having the right people through a robust talent process focused on meeting strategic needs, leadership development, and managing underperformance. Effective execution also requires alignment between the strategy, people, and operational processes.
This document discusses strategy execution and the importance of execution as a discipline and integral part of strategy. It outlines three building blocks of execution: 1) the leader's seven essential behaviors like knowing their people and business, insisting on realism, and rewarding doers, 2) creating an execution culture, and 3) having the right people in the right jobs. Effective execution requires leadership involvement across strategy, people, and operational processes.
The document outlines three keys to innovative leadership presented by Dr. Bobby Gilstrap. Key #1 discusses five intangibles of innovative leaders: they lead with drive, insight, personal connection, are contemplative, and lead with passion. Key #2 discusses seven principles: know yourself, let go of the past, learn your purpose, live with openness to change, learn teamwork, share leadership, and let creativity flourish. Key #3 discusses seven practices: listen to God, listen to people, help others succeed, speak truth in love, build networks, pursue excellence, and model stability.
this presentation is all about being inspire and become a role model for others and inspire them . This article tells us what problems people face while getting inspired by something
Here are the key steps I would take to reach consensus in this situation:
1. Remain calm and assess the situation objectively. Take stock of resources and risks.
2. Consult with others to share perspectives and gather input. Listen actively without judgment.
3. Identify clear options and their pros and cons. Focus on needs, not preferences.
4. Look for creative solutions and compromises. Building on others' ideas can yield unexpected options.
5. Vote if needed, but aim for consensus. Unanimity motivates better than majority rule.
6. Designate roles and agree clear next steps. Jointly monitor progress to course-correct as needed.
Working together respect
This document outlines strategies for building a high-performing team for charter school authorizing. It discusses establishing a shared vision and values, focusing on disciplined people and thought, taking disciplined action through a process like pushing a flywheel, and building an organization that can last through generations of leadership. Key elements include establishing the right people and culture first, confronting realities honestly, having a clear "hedgehog concept", preserving core values while changing how things are done, and acting as a catalyst for excellence in education.
This document provides an overview of coaching sessions focused on developing purpose and cultivating a legendary performance. It discusses how purpose development coaching can help individuals expand their understanding of purpose beyond gifts and talents to discover their unique imprint. This involves exploring one's purpose through questions, building a philosophy, and conditioning character with purpose. The document outlines 12 coaching sessions aimed at helping clients strengthen their purpose to achieve more meaningful existence and improved performance.
The document discusses branding and corporate culture. It emphasizes that branding reflects and is linked to corporate culture. An engaged management is needed for successful branding, and branding will influence how an organization is perceived. Branding requires establishing a culture of motivation, listening, empowerment, follow-up, self-efficiency and excellence.
Our latest white paper shares new global research based on 7000 employee surveys in the US, Brazil, UK, Germany, Australia, Singapore and China, UAE, Saudi Arabia, and Egypt. We look at questions like: Can anyone be creative? How do employers build creative cultures? Is playing at work the answer? What are the business rewards of inspiring creativity—and the risks of failing to?
The 21st century leadership model needed for today's organizations will be based on coaching people to reach impossible dreams, build organizations that change as fast as change and workplaces where people give the gif of their passions, talens, and best ideas. This article will help you to lead a coaching revolution in your company.Oue 100 y
Download ebook by Paul Robinson worth $15 for FREE. Subscribe to Paul Robinson blogs www.robinsonpaul.info
Get more info about Paul Robinson's keynote/workshop/seminars on leadership,log on to www.positiverevolutiontraining.com
Designing organisations for the future - how to get from here to there - work...Ed Curley
The document discusses key concepts for designing and transforming organizations, including:
- Leaders must attend to personal transformation as much as organizational change to successfully lead transformation.
- Enabling leadership at all levels and encouraging positive risk-taking, ownership, and accountability can drive proactivity.
- The modern workplace requires leadership over authority and freedom over control, with the right decisions made at all levels.
The document discusses 21st century management concepts, including boosting staff levels to reach organizational goals, focusing on learning, evaluation, and continuous improvement for employees, and ensuring strategies are supported by the right people and technologies. It also emphasizes the importance of talent management to understand employee capabilities, global strategies that consider all global market opportunities, and using customer surveys to strengthen organizational branding.
UpStart partners with the Jewish community’s boldest leaders to expand the picture of how Jews find meaning and how we come together. Our Culture Deck delves into the behaviors, systems, and practices that make us who we are...and determine where we're going. // https://upstartlab.org/
The document discusses creating a company of business people by giving all employees a comprehensive understanding of the business realities and strategic priorities. It argues that lack of communication is not the main problem, but rather mistrust and fear between leadership and employees. The solution is to use Root Learning's process to help employees understand the business challenges on their own through visualization, strategic dialogue, and group discussion. This builds shared knowledge and commitment to make necessary changes across the organization.
Leadership Isn't a Solitary Journey
Jean-Pierre Clamadieu, the new CEO at Belgian chemical company Solvay who appears on our cover, is very clear and direct about a keystone to being successful as a disruptive leader.
“You are not a transformational hero who is carrying the weight of the transformation on your own shoulders,”he told us.“You need to have a strong team around you who have the ability to support the changes.”
It’s sometimes hard to think in those terms, especially when considering the responsibilities that leaders are faced with. But person after person told us that disruptive leadership is not a solo act.The vision for your enterprise’s future may be yours — and you have to have a bold vision — but it takes a team of people who have bought into that vision to make it a reality, because that’s what disruptive leaders do.
• They ask tough questions. Not “why didn’t we” questions but “why can’t we” questions.
• They present a bold vision, one that seems impossible on its face.
• They align everything in the enterprise to turn that vision into a reality.
• They inspire everyone on their team and in their organization to make that vision happen.
So if you are still trying to shoulder the burdens of leadership alone, stop.
Look around you and see who you are surrounding yourself with? Are they, as our own Nathan Rosenberg asks in this issue, committed to your vision for the future or merely complying with your directives?
Shideh Sedgh Bina
Founding Partner, Insigniam
Editor in Chief, Insigniam Quarterly
Survive to Thrive - Powerful Traits of Highly Resilient PeopleFaisal Hoque
Resiliency is an attitude; it's your belief that you can conquer anything. Resilient people develop a mental capacity that allows them to adapt with ease during adversity, bending like bamboo instead of breaking.
This document provides information about Salum International Resources, a management consulting firm focused on peak performance. Some key points:
- The company uses a process called Performance Architecture to help clients improve organizational performance through executive education.
- Courses and workshops focus on topics like leadership, sales, innovation, and achieving peak performance by defining focus, managing energy, and designing breakthroughs.
- The founder, Carlos Salum, has experience in peak performance training for athletes and applying those principles to business. He delivers keynotes and facilitates various learning experiences.
- Services include awareness strategies, learning and implementation to help clients achieve their goals through Performance Architecture and other creative thinking tools.
The document provides a list of book suggestions for an HR book club. It includes 12 books summarized with the title, author, publication year, Amazon link, themes addressed in the book, and a brief commentary or blurb about each book. The books cover a range of topics related to leadership, organizational culture and development, creativity, ethics and more.
What creative agencies can learn from Broadway MusicalsLHBS
Joanna Bakas was recently invited to join a panel at Ubercloud on the subject of which was collaboration, co-creation and crowd sourcing.
Find out more about the deck on our blog: http://www.lhbs.at/thoughts/2011/09/28/what-creative-agencies-can-learn-from-broadway-musicals/
This document discusses leadership and the research of Kouzes and Posner. It outlines their findings that exemplary leaders engage in five key practices: model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. The document also discusses the importance of credibility and how leaders build credibility through behaviors like practicing what they preach and ensuring actions are consistent with words. Leaders can develop these leadership skills through commitments in each practice area.
With this paper discover an easy to use framework to facilitate the emergence of great company culture, especially here a company culture of innovation. The same condition would apply to a positive and constructive company culture, the core elements being in both cases trust and self-leadership.
This program will present a new model of strategic planning for nonprofits that is designed to assist you in discovering and inventing new, creative ways of going about your work so you can make a breakthrough Mission Impact for those you serve. Learn what makes companies like Google so innovative and how you can use these same ideas in a nonprofit.
A presentation on Leading your Team to Greatness for the
Indiana Charter Schools Conference given by Dr. James Goenner of the National Charter Schools Institute.
this presentation is all about being inspire and become a role model for others and inspire them . This article tells us what problems people face while getting inspired by something
Here are the key steps I would take to reach consensus in this situation:
1. Remain calm and assess the situation objectively. Take stock of resources and risks.
2. Consult with others to share perspectives and gather input. Listen actively without judgment.
3. Identify clear options and their pros and cons. Focus on needs, not preferences.
4. Look for creative solutions and compromises. Building on others' ideas can yield unexpected options.
5. Vote if needed, but aim for consensus. Unanimity motivates better than majority rule.
6. Designate roles and agree clear next steps. Jointly monitor progress to course-correct as needed.
Working together respect
This document outlines strategies for building a high-performing team for charter school authorizing. It discusses establishing a shared vision and values, focusing on disciplined people and thought, taking disciplined action through a process like pushing a flywheel, and building an organization that can last through generations of leadership. Key elements include establishing the right people and culture first, confronting realities honestly, having a clear "hedgehog concept", preserving core values while changing how things are done, and acting as a catalyst for excellence in education.
This document provides an overview of coaching sessions focused on developing purpose and cultivating a legendary performance. It discusses how purpose development coaching can help individuals expand their understanding of purpose beyond gifts and talents to discover their unique imprint. This involves exploring one's purpose through questions, building a philosophy, and conditioning character with purpose. The document outlines 12 coaching sessions aimed at helping clients strengthen their purpose to achieve more meaningful existence and improved performance.
The document discusses branding and corporate culture. It emphasizes that branding reflects and is linked to corporate culture. An engaged management is needed for successful branding, and branding will influence how an organization is perceived. Branding requires establishing a culture of motivation, listening, empowerment, follow-up, self-efficiency and excellence.
Our latest white paper shares new global research based on 7000 employee surveys in the US, Brazil, UK, Germany, Australia, Singapore and China, UAE, Saudi Arabia, and Egypt. We look at questions like: Can anyone be creative? How do employers build creative cultures? Is playing at work the answer? What are the business rewards of inspiring creativity—and the risks of failing to?
The 21st century leadership model needed for today's organizations will be based on coaching people to reach impossible dreams, build organizations that change as fast as change and workplaces where people give the gif of their passions, talens, and best ideas. This article will help you to lead a coaching revolution in your company.Oue 100 y
Download ebook by Paul Robinson worth $15 for FREE. Subscribe to Paul Robinson blogs www.robinsonpaul.info
Get more info about Paul Robinson's keynote/workshop/seminars on leadership,log on to www.positiverevolutiontraining.com
Designing organisations for the future - how to get from here to there - work...Ed Curley
The document discusses key concepts for designing and transforming organizations, including:
- Leaders must attend to personal transformation as much as organizational change to successfully lead transformation.
- Enabling leadership at all levels and encouraging positive risk-taking, ownership, and accountability can drive proactivity.
- The modern workplace requires leadership over authority and freedom over control, with the right decisions made at all levels.
The document discusses 21st century management concepts, including boosting staff levels to reach organizational goals, focusing on learning, evaluation, and continuous improvement for employees, and ensuring strategies are supported by the right people and technologies. It also emphasizes the importance of talent management to understand employee capabilities, global strategies that consider all global market opportunities, and using customer surveys to strengthen organizational branding.
UpStart partners with the Jewish community’s boldest leaders to expand the picture of how Jews find meaning and how we come together. Our Culture Deck delves into the behaviors, systems, and practices that make us who we are...and determine where we're going. // https://upstartlab.org/
The document discusses creating a company of business people by giving all employees a comprehensive understanding of the business realities and strategic priorities. It argues that lack of communication is not the main problem, but rather mistrust and fear between leadership and employees. The solution is to use Root Learning's process to help employees understand the business challenges on their own through visualization, strategic dialogue, and group discussion. This builds shared knowledge and commitment to make necessary changes across the organization.
Leadership Isn't a Solitary Journey
Jean-Pierre Clamadieu, the new CEO at Belgian chemical company Solvay who appears on our cover, is very clear and direct about a keystone to being successful as a disruptive leader.
“You are not a transformational hero who is carrying the weight of the transformation on your own shoulders,”he told us.“You need to have a strong team around you who have the ability to support the changes.”
It’s sometimes hard to think in those terms, especially when considering the responsibilities that leaders are faced with. But person after person told us that disruptive leadership is not a solo act.The vision for your enterprise’s future may be yours — and you have to have a bold vision — but it takes a team of people who have bought into that vision to make it a reality, because that’s what disruptive leaders do.
• They ask tough questions. Not “why didn’t we” questions but “why can’t we” questions.
• They present a bold vision, one that seems impossible on its face.
• They align everything in the enterprise to turn that vision into a reality.
• They inspire everyone on their team and in their organization to make that vision happen.
So if you are still trying to shoulder the burdens of leadership alone, stop.
Look around you and see who you are surrounding yourself with? Are they, as our own Nathan Rosenberg asks in this issue, committed to your vision for the future or merely complying with your directives?
Shideh Sedgh Bina
Founding Partner, Insigniam
Editor in Chief, Insigniam Quarterly
Survive to Thrive - Powerful Traits of Highly Resilient PeopleFaisal Hoque
Resiliency is an attitude; it's your belief that you can conquer anything. Resilient people develop a mental capacity that allows them to adapt with ease during adversity, bending like bamboo instead of breaking.
This document provides information about Salum International Resources, a management consulting firm focused on peak performance. Some key points:
- The company uses a process called Performance Architecture to help clients improve organizational performance through executive education.
- Courses and workshops focus on topics like leadership, sales, innovation, and achieving peak performance by defining focus, managing energy, and designing breakthroughs.
- The founder, Carlos Salum, has experience in peak performance training for athletes and applying those principles to business. He delivers keynotes and facilitates various learning experiences.
- Services include awareness strategies, learning and implementation to help clients achieve their goals through Performance Architecture and other creative thinking tools.
The document provides a list of book suggestions for an HR book club. It includes 12 books summarized with the title, author, publication year, Amazon link, themes addressed in the book, and a brief commentary or blurb about each book. The books cover a range of topics related to leadership, organizational culture and development, creativity, ethics and more.
What creative agencies can learn from Broadway MusicalsLHBS
Joanna Bakas was recently invited to join a panel at Ubercloud on the subject of which was collaboration, co-creation and crowd sourcing.
Find out more about the deck on our blog: http://www.lhbs.at/thoughts/2011/09/28/what-creative-agencies-can-learn-from-broadway-musicals/
This document discusses leadership and the research of Kouzes and Posner. It outlines their findings that exemplary leaders engage in five key practices: model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. The document also discusses the importance of credibility and how leaders build credibility through behaviors like practicing what they preach and ensuring actions are consistent with words. Leaders can develop these leadership skills through commitments in each practice area.
With this paper discover an easy to use framework to facilitate the emergence of great company culture, especially here a company culture of innovation. The same condition would apply to a positive and constructive company culture, the core elements being in both cases trust and self-leadership.
This program will present a new model of strategic planning for nonprofits that is designed to assist you in discovering and inventing new, creative ways of going about your work so you can make a breakthrough Mission Impact for those you serve. Learn what makes companies like Google so innovative and how you can use these same ideas in a nonprofit.
A presentation on Leading your Team to Greatness for the
Indiana Charter Schools Conference given by Dr. James Goenner of the National Charter Schools Institute.
A presentation on Leading your Team to Greatness for the
Illinois Network of Charter Schools given by Dr. James Goenner of the National Charter Schools Institute.
The document discusses the three key elements of effective execution: creating an execution-focused culture, involving and developing the right people, and instituting robust systems and processes. It emphasizes establishing personal responsibility and accountability, choosing the right people and investing in their development, tying objectives to strategy and goals, and rigorously following up on objectives. The overall message is that execution is critical for organizational success.
Larry Siedlick - Leadership for High Performance-Financial Executive Women Me...Larry Siedlick
The document discusses challenges facing business leadership and the relationship between the CFO and CEO. It notes that leadership connects to high performance when leaders are purpose-driven, passionate, and emotionally intelligent. Effective leadership inspires people to achieve high performance through vision, communication, and change management. The role of the leader is to be a strategist, ambassador, inventor, coach, investor, and student. An organization needs conditions like an inspiring purpose and teamwork to harness creative energy. Leadership that builds trust can raise inspiration to higher levels.
The Most Critical Foundations to Your Business's Success - Your Vision, Missi...theCodery
Your most critical foundation to growing your business and succeeding lies in your company's vision, mission, and core values. Without this, you will be ineffective in developing a consistent, clear vision on what you need to accomplish. With it, you will inspire your customers, employees, and partners. You will do much more though - you will have something against which all decisions are made, conflicts resolved, and planning established.
Watch this slideshare to learn what these items are and how they are done. Please leave us comments on the blog post related to this at http://lequireconsulting.com/most-critical-foundation-to-your-success-vision-mission-values/ Have you seen a great mission, vision, and/or core values statement? Let us know!
In this session from the University of Chicago's 2017 OnBoard conference, you will learn how to move beyond a typical mission statement to crafting a powerful mission that drives your organization's brand. With your mission and brand in place, you can leverage the power of content strategy to create a communications-centric culture. You'll leave this session equipped with content strategy tools and insights you can start implementing at your next board meeting.
Presented by:
Bridgett Colling, Digital Project Marketing Manager, See3
Nancy Goldstein, Chief Strategist, Compass(X)
The document discusses setting organizational aspirations, which include mission, vision, and values. Aspirations should be both motivational and strategic, guiding the organization's choices and decisions. They provide purpose and help align employees while complementing a carefully developed strategy. However, aspirations can be misused if they are not crafted to be coherent and consistent with the organizational culture and strategy.
This presentation highlights the point that great leaders are visionaries and usually transform, empower and mentor others to ensure sustainability of organisations.
The paper describes the visioning process and how effective leadership can help transform individuals that would replace them through effective coaching for corporate sustainability.
Why Brands Matter for Nonprofits and What to Do About It. Building a strong brand to drive donations, volunteerism, and engagement. Presented at University of Chicago Social Enterprise Alliance Onboard Conference
Leadership is an important skill, but even more important is the ability to lead well. A strong leader inspires, encourages, and empowers those around them. Here we share with you several of the skills associated with successful leaders and what it means to embody those abilities as a truly great leader.
Why three generations will reshape your workplace hudson netherlandsHudson Netherlands
The Great Generational Shift is een onderzoek uitgevoerd door Hudson. Download het rapport en krijg inzicht in hoe de huidige generaties fundamenteel van elkaar verschillen in hun kijk op het werk en waarom dat zo is. Het onderzoek is gebaseerd op 28.000 psychometrische testen die wereldwijd zijn afgenomen.
The document summarizes a leadership conference with several speakers. Welby Altidor discussed nurturing creativity in companies and building trust to foster creative courage. Vince Molinaro talked about leadership accountability and the behaviors of accountable leaders. Dr. Tasha Eurich covered the importance of self-awareness, particularly the seven pillars of internal self-awareness. Amanda Lang emphasized the need for an engaging culture that allows questions to foster innovation and change. Joe Biden concluded the event by stressing that leadership requires making tough decisions and owning the consequences.
Leadership Excellence January 2011 IssueDon Sandel
This document summarizes innovations at HCL Technologies to create a more collaborative and transparent organizational culture. The CEO, Vineet Nayar, led six major changes: 1) Making financial data transparent to all employees; 2) Establishing an online forum for open feedback; 3) Implementing service level agreements between internal departments; 4) Allowing open evaluations of managers by employees; 5) Developing an online peer-review process for departmental plans; and 6) Giving employees ownership in the company's strategy. These changes aimed to shift away from a traditional hierarchy and empower employees.
The document discusses the importance of visionary leadership and crafting a compelling organizational vision. It provides guidance on determining the current state and desired future state, drafting a vision statement, communicating the vision through different forums, integrating the vision into goals and daily tasks, and continually sharing stories about progress toward the vision. An effective vision is essential for guiding a group toward shared objectives and inspiring them to work toward realizing the future potential of the organization.
Agile NCR 2013-Tushar Soimya - Executives role in agileAgileNCR2013
Tushar Somaiya is an experienced agile coach and trainer who founded ShuHaRiAgile and CoachingDojo. He has over 13 years of IT experience and 6 years of agile experience. Through his training sessions and coaching, he helps teams and organizations become truly high performing by adopting agile and neuroscience-based approaches. He is certified in various agile frameworks and coaching methods. In this document, he discusses trends in business environments becoming more volatile, uncertain, and complex, and how organizations need to adapt through agility at both the strategic and cultural levels to thrive in such conditions.
Microsoft's vision is to help individuals and businesses realize their full potential. Its mission is to empower every person and organization on the planet to achieve more. The author provides an analysis of these statements and suggests improvements. For the vision, the author recommends including details on the company's target market and direction. For the mission, the author suggests specifying how Microsoft will achieve its vision through rapid innovation. The author also outlines key components of effective vision and mission statements.
This document provides an overview of an authentic leadership training program. It discusses the challenges of leadership in times of change and the importance of developing a learner mindset. It emphasizes examining one's authentic leadership style through storytelling and feedback. The agenda includes discussing organizational branding, leadership challenges, behavioral styles, and personal branding. The objective is to help leaders and organizations build synergy through authentic leadership development.
Similar to 2016-01-12 Breakthrough Strategy for Nonprofits (20)
The document provides an agenda and overview for a presentation on Sage Intacct financial management and accounting software for nonprofits. It discusses challenges nonprofits face with grant management, field offices, and federal reporting compliance. It then introduces Sage Intacct and demonstrates its capabilities for grant management, reporting, billing, and other financial processes to address nonprofit needs.
Kerry Mickelson from Marcum LLP presented on the importance of conducting regular IT assessments. The presentation covered topics such as industry best practices, network infrastructure, security, disaster recovery, budget reviews, and compliance. Mickelson emphasized that assessments help identify risks, ensure compliance, and improve business processes. Regular assessments also benefit IT staff by providing coaching to help address any issues.
This document summarizes a presentation about high risk compliance issues for non-profits and how to avoid them. It discusses recent regulatory updates to procurement standards, subrecipient monitoring requirements, and time and effort reporting. It provides an overview of common pitfalls organizations experience with these topics. Best practices are presented for procurement workflows, identifying subawards versus contracts, and implementing compliant time tracking systems. The role of accounting systems in supporting compliance with these areas is also addressed.
- A CIO aligns an organization's technology with its business goals by assessing what technology the organization currently has and can do, compared to what it should have and be able to do, in order to close any gaps.
- A CIO looks at people, services, software, hardware, data processing and storage, and ensures compliance, accuracy, security and opportunities from technology.
- For some organizations, a CIO role is not needed full-time but provides value during times of major change or for addressing new initiatives and business needs. A CIO helps manage technology better through reporting, planning, governance and identifying opportunities.
This document provides an overview of a presentation on systems requirements for organizations receiving federal grants and awards. The presentation covers the changing landscape of working with the federal government, system compliance requirements, requirements for foreign operations, desired features of an accounting system for non-profits, and indicators that it's time to replace an legacy system. The presenters are from Raffa, an accounting and consulting firm that works with non-profit clients.
The document discusses a presentation about accounting software for nonprofits featuring Sage Intacct. It includes an agenda covering grant management requirements, field office accounting challenges, federal reporting and compliance, and a demo of Intacct. The presentation objectives are to identify challenges for nonprofits and how Intacct can help with grant management and accounting. Attendees are polled on their organization size, current systems, and desired improvements. Raffa is introduced as a consulting firm that supports over 1,600 nonprofits with accounting systems and other services.
This document discusses disaster recovery and business continuity planning. It begins by noting some key compliance regulations and then defines the key differences between disaster recovery and business continuity. Disaster recovery focuses on recovering data in the event of data loss, while business continuity aims to ensure continuous business operations despite system failures or disasters. The document provides guidance on identifying critical systems, acceptable downtimes, and appropriate disaster recovery and business continuity solutions. It also stresses the importance of testing plans before disasters occur.
The document describes an ERP and accounting systems comparison seminar hosted by Raffa, P.C. on September 20, 2018. The seminar will provide an overview of key ERP software options for mid-market organizations, including Microsoft Dynamics 365 Business Central, Sage Intacct, and JAMIS. Attendees will learn best practices for software evaluation and implementation, capabilities of leading ERP systems, and gain an understanding of the mid-market ERP landscape. The document also provides information about Raffa and their services in ERP implementations, accounting, technology solutions and more.
2018-07 Systems Integration Best Practices for Integrating Your Business Appl...Raffa Learning Community
How much time does your organizations spend getting data to and from critical business systems such as your donor management, association management, membership and accounting applications? What about time sheets, expense reports and payroll data? Have you made customizations to your systems that make packaged integrations difficult to work with? In this session we will share considerations, best practices and use cases from actual customer integrations that may help you tackle your next integration project.
Join Raffa Technology & BI360 for an informative session on best practice approaches to managing your budget process beyond Microsoft Excel. Come learn how you can help your organization increase productivity, insight and decision making while decreasing the manual keying and inaccuracies inherent with Microsoft Excel. This seminar includes a presentation of the BI360 budgeting and reporting software.
In today’s accounting environment, there is mounting pressure to run leaner while becoming more effective than ever. Meeting deadlines, reviewing or preparing reconciliations and providing support requires new approaches to mitigating errors and compromising the integrity of your SOFP and SOA. It doesn’t have to be that way.
Join nonprofit industry leader Raffa, PC and BlackLine to discover a simpler way to perform your reconciliation process that allows you to focus on analysis, risk mitigation, and value creation for your organization.
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This class is beneficial to IT, Operations, and Administrative professionals.
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Keeping reserves for a “rainy day” is a good practice for all nonprofit institutions, but how much should your organization set aside? A percentage of annual budget? Three-to-six months? Our answer is: it depends. Each nonprofit is unique and can experience distinct unexpected circumstances that may affect its long-term financial health.
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Whether you are in the initial phases of creating your nest egg or revaluating longstanding reserve levels, this session is for you.
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This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
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This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
1. Thrive. Grow. Achieve.
January 12, 2016
Dr. Rob Sheehan, Robert H. Smith School of
Business at the University of Maryland
Breakthrough
Strategy for
Nonprofits
3. ABOUT
ROB SHEEHAN
*Robert H. Smith School of
Business, University of
Maryland
Academic Director, Executive MBA
Program
*Center for Philanthropy &
Nonprofit Leadership, UMD
*Sheehan Nonprofit Consulting
Strategy, Leadership, Teamwork 3
4. ABOUT
ROB SHEEHAN
Ph.D., The Ohio State University
College of Business
School of Public Policy &
Management
Organization Development,
Leadership, Organization
Effectiveness
Published Researcher
4
5. ABOUT
ROB SHEEHAN
CEO, 18 years, Two National
Nonprofits
AΣΦ Educational Foundation,
1981-1990
LeaderShape, Inc., 1992-2001
CFRE (Certified Fund Raising
Executive), 1986-2004
5
10. “INNOVATE
OR DIE”
“We’re in an environment
where its innovate or die.”
-Amelia Franck Meyer
CEO, Anu Family Services,
Hudson, WI
The Chronicle of Philanthropy
10
11. BREAKTHROUGH
STRATEGY
The intention of the Breakthrough
Strategy approach is to drive
higher levels of innovation and
creativity throughout an
organization to it increases its
Mission Impact.
11
12. DESIGN
FOR TODAY
To provide you with a “taste” of
the Breakthrough Strategy
approach
To demonstrate ideas on how you
can generate more innovation and
creativity in your organization
12
14. NEW PATTERNS
OF THOUGHT
“The problems we face cannot be
solved using the same patterns of
thought that were used to create
them.”
- Albert Einstein
14
15. BEING
UNREASONABLE
“The reasonable man adapts himself
to the world; the unreasonable one
persists in attempting to adapt the
world to himself. Therefore, all
progress depends on the
unreasonable man.”
- George Bernard Shaw
15
16. THE IMPORTANCE
OF LEADERSHIP
Nothing we discuss today can be
successfully utilized within an
organization without effective
quality leadership.
Ethical, Inclusive, Authentic,
Empowering
Contributes toward building a
more just, equitable and thriving
society
16
17. STRATEGY
DEVELOPMENT PROCESS
Establish Mission Gap
Adopt Aspirational Mindset for
Creating Vision
Adopt Aspirational Mindset for
Setting Strategic Stretch Goals
Discern SWOTs
Create Strategy Narrative
17
18. THE BREAKTHROUGH
STRATEGY WORKBOOK
A guide for strategy development that
follows the Mission Impact process.
Multiple copies may be downloaded at
no cost from web site:
www.SheehanNonprofitConsulting.com
Other Sheehan articles may also be
downloaded at no cost (see pp. 30-31).
An example of the final output from a
strategy development process is
included on pp. 22 – 28.
18
21. “MISSION
GAP”
Imagine what the world would look
like if you were accomplishing your
mission 100%.
Compare that to the way the world
really looks like today.
The difference between the two is
your “Mission Gap.”
21
22. MERRILL COUNTY
LITERACY COUNCIL
Mission
To assure that all adults age 16 or
older in Merrill County are literate.
Mission Accomplishment Measure
The literacy rate in Merrill County, as
reported by county officials.
22
29. ASPIRATIONAL
VISIONING
Dream with no constraints
Create an Ideal “Future Picture” based
on what is Inspirational and Drives
Passion
Create New Internal Capabilities
Search Environment for Opportunity
29
30. DREAM
“Some men see things as they are and
say ‘why,’ I dream things that never
were and say ‘why not.’”
- George Bernard Shaw
30
31. CHANGING
THE WORLD
“Because the people who are crazy
enough to think they can change the
world are the ones who do.”
-Steve Jobs
31
32. DIVINE
MADNESS
“Let us build such a church that those who
come after us will think we were madmen’,
said the old canon of Seville . . . Perhaps
through every mind passes some such
thought, when it entertains the design of a
great and seemingly impossible action . . .
This divine madness enters more or less
into all our noblest undertakings.”
-Longfellow
32
34. STRATEGIC
INTENT
Companies that have risen to global
leadership over the past 20 years
invariably began with ambitions that were
all out of proportion to their resources and
capabilities. But they created an
obsession with winning at all levels of the
organization . . . We call this obsession
“strategic intent.”
- Hamel & Prahalad
34
35. CREATIVE
TENSION
“the gap between vision and current
reality is also a source of energy . . .
the gap is the source of creative
energy. We call this gap creative
tension.”
- Peter Senge
35
36. VISION
With your current environment in mind –
including your “mission gap” – think
about how you could make “quantum
leap” progress on your “mission gap” if
your organization existed in an “ideal
state.” Answer the question:
“If you could have it any way you wanted
it, what would your organization be
like?” Describe it in detail.
36
38. Why dream a vision that
can never come true?
38
39. VISION
Visions give us something to aspire to.
Visions can inspire others to help make
dreams come true.
Visions provide meaning to the “day to
day.”
39
43. LEADING
INNOVATION
“The role of a leader of innovation is
not to set a vision and motivate others
to follow it. It’s to create a community
that is willing and able to innovate.”
Collective Genius
Harvard Business Review, June, 2014
43
44. WHAT
FOLLOWERS WANT
“Constituents want visions of the future
that reflect their own aspirations.
They want to hear how their dreams
will come true and their hopes will be
fulfilled . . . The only visions that take
hold are shared visions . . . And you
will create them only when you listen
very, very closely to others,
appreciate their hopes, and attend to
their needs.”
-Kouzes & Posner, 2009
44
45. STRATEGY
DEVELOPMENT PROCESS
✔ Establish Mission Gap
✔ Adopt Aspirational Mindset for
Creating Vision
Adopt Aspirational Mindset for
Setting Strategic Stretch Goals
Discern SWOTs
Create Strategy Narrative
45
53. ATTAINABLE
GOALS
What might be the downside of
setting goals that are reasonably
“Attainable?”
Goal research:
The more difficult the goal, the higher
the level of performance.
53
56. AGGRESSIVE
YET ACHIEVABLE
Allows you to maximize
performance, but with a higher
chance of failure
If you are a boss & you want to use
Aggressive goals, check your
rewards system. If you punish
failure, people will not want to be
aggressive. Reward “performance”
vs. goal accomplishment
56
58. ATTAINABLE
GOALS
Best when the priority is to
accurately predict performance of the
current system
Good for generating “quick wins”
Good for Learning Goals in new
domains
Good for a team that needs to build
confidence
58
59. AGGRESSIVE
GOALS
Best when the priority is to maximize
the performance of the current
system
Maximize intensity of effort
Maximize persistence
Performance vs Goal Attainment
must be rewarded
59
60. SMART
GOALS
Think of a goal that you are
currently working on and write
it so it fits the “SMART”
guidelines.
60
61. A NEW ‘A’
FOR SMART*
Specific
Measurable
*Almost Impossible
Relevant
Time-bound
*Rob Sheehan version
61
63. IMPOSSIBLE . . .
“Space travel is utter bilge.”
- Sir Richard Van Der Riet Wooley, The Astronomer
Royal, 1956
63
64. IMPOSSIBLE . . .
“While theoretically and technically
television may be feasible,
commercially and financially I
consider it an impossibility.”
- Lee Deforest, American Inventor (1873-1961)
64
65. IMPOSSIBLE . . .
“Well informed people know it is
impossible to transmit the voice
over wires and that were it
possible to do so, the thing
would be of no practical value.”
- The Boston Post, Editorial, 1865
65
66. IMPOSSIBLE . . .
“We must not be misled to our
own detriment to assume that
the untried machine can displace
the proved and tried horse.”
- Maj. Gen. John Kerr, U.S. Army (1878-1955)
66
67. IMPOSSIBLE . . .
“Rail travel at high speeds is not
possible because passengers,
unable to breathe, would die of
asphyxia.”
- Dionysius Lardner, English Scientist
(1793-1859)
67
68. BULLET TRAIN
THINKING
It used to take more than six hours to travel by
train from Tokyo to Osaka. If the Japanese
executives had said to their engineers: “I want you
to reduce the time to six hours,” the engineers
would have instinctively thought in terms of small
improvements, perhaps in the way they boarded
passengers and unloaded baggage. But instead,
the Japanese executives set out a challenge to
reduce the time of the journey to three and a half
hours. Faced with such an “impossible” goal, the
engineers and designers were forced to reexamine
the most fundamental assumptions governing rail
travel in Japan. The result of this reexamination was
the bullet train. (Jack Welch) 68
69. TRADITIONAL ANALYTICAL
GOALS
“This is a forecast of the result we should be
able to produce if we work hard at it.”
ASPIRATIONAL STRETCH
GOALS
“This is the very best result we can
imagine possible (1% chance) and we
have no idea how to make it happen.”
69
71. STRETCH
GOALS
You use stretch goals, they don’t use
you. They do not exist to dominate
you and stress you out. They exist
to give you something to shoot for, to
have fun trying to see if you can
make it.
71
72. STRETCH
GOALS
“The most fun game is one
you’ve never played and
your inventing as you go
along.”
Jerry Seinfeld
Fast Company, June 2014
72
73. STRETCH
GOALS
Fully achieving a stretch goal is not
the main focus of your attention.
You are interested in being creative,
progress, and learning.
73
74. THE MOON SHOT
vs CANCER
1961: President Kennedy sets the
goal to send a man to the moon and
return him safely by the end of the
decade.
1970: Congress passes a resolution
to cure cancer by 1976 as a fitting
celebration for the bicentennial.
74
75. STRETCH
GOALS
You need to create a “safe-fail”
situation with a stretch goal. You
can’t treat failure as an issue. You
have to play.
75
76. SAFE - FAIL
ENVIRONMENT
“‘The fastest way to succeed, IBM’s
Thomas Watson, Sr., once said, ‘is to
double your failure rate.’ In recent years,
more executives have embraced this point
of view, coming to understand that failure
is a prerequisite to invention. A business
cannot develop a breakthrough product or
process if it is not willing to encourage
risk-taking and learn from subsequent
mistakes.”
The Failure Tolerant Leader
Harvard Business Review, 2002 76
78. STRETCH
GOALS
You have to set your own boundaries
on resources you will use to achieve
the goal—including the amount of
time you spend on it. Make this all
part of the “game.” Otherwise, you
stress out and/or turn your 70 hour
weeks into 90 hour weeks.
78
80. STRETCH
GOALS
Since the prospects of failing at the
stretch goal are high and failure at
some goals can have real life
implications—when you set a stretch
goal, ask yourself “Am I willing to live
with the worst probable outcome?”
If not, don’t set it that high.
80
81. STRATEGIC
INTENT
“Creating stretch, a misfit between
resources and aspirations, is the
single most important task senior
management faces.”
-Gary Hamel & C.K. Prahalad
81
82. THE WALL
STREET JOURNAL
“Stretch is a concept that would have
produced smirks, if not laughter, in
the GE of three or four years ago,
because it essentially means using
dreams to set business targets – with
no real idea of how to get there . . . .
If you do know how to get there then
it is not a stretch target.”
-Jack Welch, March 8, 1994
82
83. START WITH
THE END IN MIND
*When brainstorming new ways to
go about accomplishing a goal,
“start with the end in mind.”
Imagine you have already
accomplished the goal and
discern what new ideas you
must have used to do that.
83
84. STRATEGIC STRETCH
GOALS
Set five Strategic Stretch Goals for
the next five years which:
Inspire you!!!
Would catapult your organization
toward your vision and help close your
Mission Gap most effectively
Meet the Almost Impossible SMART
criteria
84
85. CHALLENGES WITH
STRETCH GOALS
Everyone else operates on the
forecasting mindset so you have to
be careful about with whom you
share your stretch goals.
85
86. CHALLENGES WITH
STRETCH GOALS
You may fall back into the old
mindset and get stressed or feel bad
if you fail. Watch for that.
86
87. CHALLENGES WITH
STRETCH GOALS
The stretch goal approach does not
guarantee you good creativity. It will
unleash creativity, but some creative
ideas will sound good and not work.
You need to decide when to try it again
or differently or try something else.
87
88. The biggest challenge is
setting Strategic Stretch
Goals is overcoming the Fear
of Failure that has been bred
within us.
88
89. FAILURE
We need to transform our
relationship with failure in order to
leverage the aspirational mind-set
and the power of Almost Impossible
Goals.
What is your relationship with
failure?
89
90. YOU FAILURE!!!
“I am as worthless as the slugs
who creep in the crevices of
the deepest, darkest parts of
the ocean!”
90
92. Result:
Any accomplishment of positive
magnitude
Success:
Any accomplishment which meets or
exceeds its intended result
Failure:
To fall short of an intended result
92
99. 10X
THINKING
Larry Page lives by the gospel of 10x. Most
companies would be happy to improve a product by
10 percent. Not the CEO and cofounder of Google.
The way Page sees it, a 10 percent improvement
means that you’re basically doing the same thing as
everybody else. You probably won’t fail
spectacularly, but you are guaranteed not to
succeed wildly. That’s why Page expects his
employees to create products and services that are
10 times better than the competition. Thousand-
percent improvement requires rethinking
problems entirely, exploring the edges of what’s
technically possible, and having a lot more fun in
the process. (http://www.wired.com/business/2013/01/ff-qa-larry-page/all/)99
101. FAILURE WITH
STRETCH GOALS
“Look at our results!”
“What could we have done
differently?”
“I’m glad we went for it, but I wish
we had accomplished it 100%”
101
102. FAILURE AND
CREATIVE TENSION
“Mastery of creative tension transforms the
way one views ‘failure.’ Failure is, simply,
a shortfall, evidence of the gap between
vision and current reality. Failure is an
opportunity for learning . . . Failures are
not about our unworthiness or
powerlessness.”
- Peter Senge, The Fifth Discipline
102
103. FAILURE AND
INNOVATION
“Failure is just a part of the culture
of innovation. Accept it and grow
stronger.”
- Albert Yu, SVP, Intel Corp
103
104. “The only real stumbling block is
fear of failure. In cooking, you’ve
got to have a what-the-hell
attitude.”
-Julia Child
104
105. GETTING
SMARTER FASTER
“ . . . there’s no substitute for getting
smarter faster. And the way you get
smarter is to screw around
vigorously. Try stuff. See what
works. See what fails miserably.
Learn. Rinse. Repeat.”
- Tom Peters, Fast Company, December 2001
105
106. THE POWER
OF GOALS
*Free Article: The Power of Goals
*Read & Share the Link with others:
www.sheehannonprofitconsulting.
com/PowerOfGoals/
106
107. STRATEGY
DEVELOPMENT PROCESS
✔ Establish Mission Gap
✔ Adopt Aspirational Mindset for
Creating Vision
✔ Adopt Aspirational Mindset for
Setting Strategic Stretch Goals
Discern SWOTs
Create Strategy Narrative
107
109. STRENGTHS &
WEAKNESSES
Better to use systematic tools rather
than just asking “what do you think
are our strengths & weaknesses?”
Use “systems thinking” as you
assess the organization.
109
110. VENTURE PHILANTHROPY PARTNERS
CAPACITY FRAMEWORK
ELEMENTS
Aspirations
Strategy
Organizational
Skills
Human
Resources
Systems and
Infrastructure
Organizational
Structure
Culture
110
112. YOUR
SWOTs
Given your vision and commitment to
achieve the strategic stretch goals,
what are the key strengths of your
organization?
Weaknesses?
Opportunities?
External threats?
112
113. STRATEGY
DEVELOPMENT PROCESS
✔ Establish Mission Gap
✔ Adopt Aspirational Mindset for
Creating Vision
✔ Adopt Aspirational Mindset for
Setting Strategic Stretch Goals
✔ Discern SWOTs
Create Strategy Narrative
113
115. WHAT IS
STRATEGY?
Strategy is more than strategic
planning
Strategy is not just a collection of
goals and budget forecasts
Most organizations have plenty of
plans, but very little strategy
Strategy is an integrated and coherent
cause & effect performance story which
has a beginning, middle, and end.
115
116. WHAT IS
STRATEGY?
Strategy is an integrated and coherent
explanation of how an organization is
going to guide its performance in the
future.
116
117. NONPROFIT
STRATEGY
The purpose of having a strategy is
to guide the organization toward its
desired future.
Crafting strategy is a creative act, not
an analytical function. It is a process
of creating the organization’s desired
future, considering its current
situation, and designing a set of
actions which will catapult it forward.
117
118. NONPROFIT
STRATEGY
The “cause & effect performance story”
tells how you will get from “here to
there” while . . .
. . . Leveraging your Strengths,
Fortifying your Weaknesses, Seizing
your Opportunities, and Blocking
your Threats.
118
120. WHAT IS YOUR
STRATEGY “TUNE?”
A strategy does not tell you what
actions to take in the fourth week of
the second quarter of the third year
of the strategy any more than a jazz
tune tells musicians what exact notes
to play three-quarters through the
song. They know the tune to follow.
Everyone in the organization should
know the strategy as well as they
can recognize a popular tune. 120
121. STRATEGY
NARRATIVE
A Strategy Narrative is a three – four
paragraph summary explanation of
the organization’s strategy.
Most organizations – in all sectors
cannot articulate their strategy with a
simple coherent statement.
As you design strategy, remember to
think of the organization as a
“system” of funding, staff, programs.
121
122. STRATEGY
NARRATIVE
“Leaders of firms are mystified when what
they thought was a beautifully crafted
strategy is never implemented. . . .
They fail to appreciate the necessity of
having a simple, clear, succinct
strategy statement that everyone can
internalize and use as a guiding light for
making difficult choices.”
- D. J. Collins & M. G. Rukstad
Harvard Business Review, 2008
122
124. STRATEGY
DEVELOPMENT
Review each of your SWOTs and explain
what “Strategic Actions” you should take
regarding it.
A Strategic Action is one which will help
catapult the organization toward the
accomplish of the goals, vision, and mission.
Leverage your Strengths, Fortify your
Weaknesses, Seize your Opportunities, and
Block your Threats.
These build the “themes” of your Strategy
Narrative
124
126. EVALUATE WEAKNESSES
AND THREATS
Look at interactions of Weaknesses
and Threats for necessary “damage
control”
Evaluate all Weaknesses and Threats
Look at interactions of Weaknesses
and Threats with Strengths for possible
solutions
Fortify Weaknesses as necessary and
Block relevant Threats
126
127. LOOK FOR
LEVERAGE &
OPPORTUNITY
Focus on the Strategic Stretch Goals
What can you use from the current
reality and SWOTs to catapult
forward?
Look at interactions of Strengths and
Opportunities and other Strengths
and Opportunities for ideas
127
128. STRATEGY
NARRATIVE
A cause & effect performance story
with a beginning, middle, and end
The General speaks:
“First, we are going to…then
some of you will…which will
then allow others of us
to…and that will give us the
opening to…which will lead
us on to victory.”
128
132. STRATEGY
NARRATIVE
Make sure Weaknesses and Threats
are addressed first so organization is
stable enough to move forward
Be sure to have strong levers
Integrate and balance actions in
funding, staffing, programs/services
132
133. STRATEGY
DEVELOPMENT PROCESS
✔ Establish Mission Gap
✔ Adopt Aspirational Mindset for
Creating Vision
✔ Adopt Aspirational Mindset for
Setting Strategic Stretch Goals
✔ Discern SWOTs
✔ Create Strategy Narrative
133
134. “SO WHAT”
MINUTE
What three things will you do during
the next week to apply some of the
ideas we have discussed today?
134
135. “SO WHAT”
MINUTE
Design a new strategic planning
process
Use the next staff meeting to
brainstorm a vision for your
organization “if you could have it any
way you wanted it.”
135
136. “SO WHAT”
MINUTE
Review all of your goals and make
sure they are SMART.
Distribute the VPP Organization
Capacity Assessment Tool to
everyone on staff to identify capacity
building opportunities.
Share your key learnings with others
at your next staff or Board meeting
136
137. THE BLOG
Check it out:
http://strategyleadershipmissionimpa
ct.blogspot.com/
Email me if you want on the
distribution list:
RobSheehan@aol.com
137
138. THANK YOU
VERY MUCH!!!
For your leadership!
For your commitment!!
For the difference you make!!!
138
139. Robert M. Sheehan, Jr., Ph.D.
Principal
Sheehan Nonprofit Consulting
301.523.1864
RobSheehan@aol.com
www.SheehanNonprofitConsulting.com
@SheehanImpact
FOR MORE
INFORMATION
139
140. THE SEVEN DEADLY SINS OF
NONPROFIT STRATEGY
#1: “It’s Just Sitting on the Shelf.” The
rest of the sins are not necessarily in
order of severity, but this is clearly #1
because it is so pervasive and
represents a huge waste of money and
time – from staff and volunteers. This
sin can be deadly, indeed, when board
members realize the hours they have
wasted – making strategic plans that are
never implemented. And for the
attorneys on your Board, those are
billable hours. 140
141. THE SEVEN DEADLY SINS OF
NONPROFIT STRATEGY
#2: Insular Mountaintop Planning. It
can be good for a strategy planning
group to go to the “mountains” to get
away from distractions to do work
together. But, before you go, gather
input regarding the organization’s future
from stakeholders – and check in with
them when you get back for more input
before you publish and laminate the
plan (Peter Block calls this error
“leadership by lamination”).
141
142. THE SEVEN DEADLY SINS OF
NONPROFIT STRATEGY
#3: Over-Emphasis on Fund-Raising.
“What?!?” “Impossible!” I can just hear
my fund-raising colleagues’ reaction. Of
course we frequently find new fund-
raising initiatives as a part of a new
strategy. The problem is that as these
efforts are highlighted, other important
aspects of a strategy are under-
emphasized – such as program
innovation, leadership succession,
strategic partnerships, and more.
142
143. THE SEVEN DEADLY SINS OF
NONPROFIT STRATEGY
#4: Too Rushed. Rather than rushing
(e.g., “We are doing our strategic plan at
an all day retreat two weeks from
Friday, are you available?”), it is wiser to
take the time to thoughtfully design and
implement a strategy development
process. Of course, it should not take
forever either. Taking the time can lead
to inspiring visions, innovative
strategies, and empowered
stakeholders – which produce higher
performance. 143
144. THE SEVEN DEADLY SINS OF
NONPROFIT STRATEGY
#5: Lots of Plans, No Strategy.
Strategic planning documents can
contain volumes of plans, activities, and
environmental analysis – but many don’t
include a real “strategy.” A true strategy
articulates the dynamic levers which will
catapult an organization toward its
desired future, as well as how its key
operational areas will interact to create a
cycle of higher performance.
144
145. THE SEVEN DEADLY SINS OF
NONPROFIT STRATEGY
#6: No Annual Review. No one can see
into the future when developing a
strategic plan! So, we make certain
measured assumptions about the future
– including changes in our internal and
external environments. An annual
review of assumptions and results is
important to keep the plan relevant.
You may not change your mission or
vision, but you may need to change
plans and activities.
145
146. THE SEVEN DEADLY SINS OF
NONPROFIT STRATEGY
#7: Not Ambitious Enough. A strategy
and its associated goals and plans
should be focused on a vision that is
big, bold, and inspiring. Many strategic
plans are based simply on an analytical
forecast of the way things are currently
headed. How dull. It was Goethe who
said “Dream no small dreams for they
have no power to move the hearts of
men” and Mandela who stated “Your
playing small does not serve the world.”
146