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How much of your time is spent managing others instead of leading change? Are you ready to move from a place of managing people to leading with influence? No doubt leadership development looks very different today than it did a year ago. Here are some of the trends we see emerging in 2021 and some questions for reimagining your agency’s leadership strategy.
In the 2020 workplace, people are fully showing up. Your employees are juggling more today than ever before, attempting to work, parent, teach, and survive—all while isolated from critical community resources and support. In this new working normal, how are you creating an environment where employees feel safe, seen, heard, and respected?
We cannot afford to overlook the importance of culture. How does culture manifest in your organization now? What culture practices can you aspire to this year to make your organization more inclusive? How can you consciously evolve your culture? Below, we explore these ideas in greater detail.
A global pandemic, an economic recession and an exploding social justice movement are convergent forces calling on nonprofit leaders, funders and consultants to do our work differently going forward. For the first time in modern memory, we have an opportunity to reevaluate all of our assumptions, perceptions, procedures and systems.
Are there just too many nonprofit organizations? Alliances can take many forms. In this post, we’ll detail some of the most common forms of alliances and why organizations might want to use them. The important thing here is to keep your mission delivery at the forefront of your rationale, and to summon the personal humility that brought you to nonprofit work in the first place.
Is it too soon to begin thinking about the “new normal?” Organizations that are not ready to consider how Covid-19 will change our work are risking their future health and sustainability. We are grounding these recommendations in human care and empathy for now, and smart planning for what’s next.
It is likely that many organizations will have to make significant changes to ensure sustainability. If and when that happens (and we wish it didn’t have to), it is important to be smart about how that takes place. Enter: organization design.
Your vision can’t possibly be as relevant to today’s world as it was in the beginning because the world itself has evolved. Visions need to be co-created with and by your stakeholders. It involves deep listening, collaboration with your stakeholders and the humility and willingness to make changes to stay relevant to the needs at hand today.
You’re riding in an elevator with someone who asks what you do - you have about 3 minutes to answer them succinctly, powerfully, compellingly so they ask you more. What do you say? The role of a mission statement is to describe what you do in clear terms so the listener immediately “gets it.”
All of the major news papers and sites are speculating that we might be heading towards the next recession. None of us likes to think about this possibility. We thought we’d share some stories of clients that are pursuing smart strategies to prepare themselves for this possibility.
Everyone struggles with how to articulate your strategic plan goals so they compel others to join you in your noble quest. How many organizations do you know that spend months and months and thousands of dollars only to roll out a plan with … meh goals? We’d bet the answer is too many. We’re setting out to change that.
Do you know how to map your strategic position? The word “map” here literally means to try to create some visuals to help you picture where you sit relative to other organizations with similar missions. It is a way to help you understand your unique role.
Imagine coming to work every day full of purpose and conviction. The role of a vision statement is to serve as your true north, the motivation for working in the social sector, the difference you are in business to make. Here are some key questions to ask yourself when framing or refining your vision.
Wouldn’t it be easier just to do the work and not have to worry about engaging people? Sure, it would be easier - and a whole lot less effective. How each nonprofit defines its community may vary, but the idea that the organization exists to serve a particular community is at the center of the nonprofit form. Here are some tips for how to manage these conversations.
The best laid plans can be facilitated or foiled by organizational culture - the (mostly) invisible force that guides how people in your organization interact with one another and with those you serve. So if culture is invisible, how do you pay attention to it? Here are some tools to help you be more proactive about building a culture where people want to work with you and do their best work when they’re there:
What makes a plan “strategic” is that it takes into consideration what is happening in the world outside your organization and responds to that context. So what does it mean to research your market and how to do that? We break market research into several distinct pieces.
In strategic planning, one of the most important events happens right up front - framing a set of relevant, purposeful, interesting questions that will inform your actions or critical decision-making. Here are a few guidelines for making sure you’re asking the best questions.
While nobody wants to emulate Frank Cross, leaders are often unsure how to end the employment of a staff person who isn’t working out but hasn’t violated any laws or obviously failed. To be clear, you always want to seek legal assistance or advice on the proper procedure when you are thinking of firing someone. But whenever possible, strive to make this process less painful and more humane so as not to negatively affect the morale of the remaining staff.
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