"Like a well-played symphony, when nonprofit leaders partner well with their staff and volunteers, magic happens. Leadership & Partnership in the nonprofit sector:"
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Shared leadership can catch new leaders off guard.
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In this Part Two post from “Seven Ways New Non-Profit Leaders Succeed The First Year on the Job," – co-authored with Jolene Knapp and Alan Davis, another Ideas for Action, LLC colleague, we offer solutions for nurturing a successful partnership. Part One of the series recommended first steps of CEO listening and communicating with the specific titles of:
Listen to learnCommunicate, and communicate again
Below, we share details and links to resources on setting the leadership agenda as well as finding your rhythm with a new board chair or council president, as well as educating and encouraging volunteers.
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Co-creation is a powerful way to establish partnership.
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3. Set a Leadership Agenda
When things go wrong between CEOs and their boards, it’s often the result of a failure to reach a common understanding of what constitutes success. Co-create the new leadership agenda. One of the best tools we’ve seen is a simple but powerful template for articulating priorities and goals for the next 18 months, including the respective roles of the new leader, board, and senior staff in achieving them. (See the Sample Leadership Agenda in this article from the Bridgespan Group.)
Do not overcommit yourself or your staff. Leaders, members, and other stakeholders are excited about a new CEO; they want projects or tasks implemented that may have been pending for a while or they have new ideas.
Establish a pattern of having strategic conversations with the board that set clear expectations about goals, roles, and ways to assess progress. In addition, it is important to assure that the chair/president is passing along information to the rest of the board.
4. Establish a Rhythm for Building Shared Leadership with the Board Chair
In the complex world of governance, it’s important to find a communication pattern that builds solid leadership connection in your organization. One CEO we consulted said that in preparation for each new governance year, she facilitated an off-site leadership transition retreat with the incoming president, immediate past president, and new president-elect. (This will vary with the size and culture of your board.) In a private and relaxed setting, the goal was to orient the president-elect to current challenges, provide deep background on strategic priorities, and co-create a shared leadership vision for the year.
Related posts by Deb on Non-Profit Leadership in this series:
Courage for New Leaders To Listen & Learn in the New Year
Related posts by Deb on Strategy and Change:
Agile Leader Learning for Sustainable Change: Steps through Sharp Rocks
Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems
Shared leadership can catch new leaders off guard. In fact, it’s a challenge not only for brand new CEOs, but for seasoned CEOs whenever newly elected leaders take office.
In working with my friend and colleague Jolene Knapp, for example, I learned about how she needed to become acquainted with a new board president EVERY YEAR, in her role as an Executive Director. This added pressure to her role, and it also developed her agility in building new leader partnerships. It is from this perspective we share our insights in this blog series for nonprofit leaders.
Shared leadership can catch new leaders off guard. In fact, it’s a challenge not only for brand new CEOs, but for seasoned CEOs whenever newly elected leaders take office.
In working with my friend and colleague Jolene Knapp, for example, I learned about how she needed to become acquainted with a new board president EVERY YEAR, in her role as an Executive Director. This added pressure to her role, and it also developed her agility in building new leader partnerships. It is from this perspective we share our insights in this blog series for nonprofit leaders.
All organizations, even those currently enjoying low turnover, cannot afford to rest on their laurels. Experts warn that despite rising slightly for the past decade to the current average of 4.6 years per person/per organization*, employee tenure will begin to wane in the future as the job market continues its recovery and more Millennials enter the workforce.
So, how can an organization increase employee retention and slow the “revolving door” of turnover? We explore this topic in great detail in our professional development course that examines employee engagement through the lens of Disney Culture. But, for the purposes of this blog, we offer this advice: Leaders should start by asking the question “Beyond a paycheck, what do my employees value?”
Going, going, gone! What's the average employee tenure at your organization? Does high turnover and low employee retention make it feel like a revolving door that's spinning out of control?
Who is a better leader? A clock builder or time teller? Jim Collins, the foremost management guru, poses a very interesting question in his best-selling book "Built to Last: Successful Habits of Vi...
We’re all trying our best to remain standing, but the ground beneath us is shifting at an accelerating rate. The implications for strategy are profound, but few have explored this terrain.
Make no mistake about it, if all you do is focus on learning within the four walls of your firm, you’ve already lost. The key to scaling learning is to be able to reach out beyond your enterprise and find ways to connect with world-class participants in a broad array of complementary domains in ways that will help all participants to learn faster.
Corporate culture is an incredibly powerful factor in a company’s long-term success. No matter how good your strategy is, when it comes down to it, people always make the difference. Strategy is rational and culture is emotional.
Strategy is what drives the organization as a whole... Organizations are complex interrelationships of human beings... Culture is the human element of the organization.
Strategy is what drives the organization as a whole... Organizations are complex interrelationships of human beings... Culture is the human element of the organization. Thoughts...?
"Why FIRST: Communication and the Golden Circle: Why, How, What? Inspire where others do not. Profit is JUST a result NOT a reason for existing."
Simon's examples include Apple (why so innovative?), Martin Luther King (lead major change, Civil Rights movement), and the Wright brothers (controlled powered manned flight that others did not achieve, tho' were working on.)
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"The goal is to do business with people who believe what YOU believe." ~ Simon Sinek
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Apple: NOT, What we do, great computers. Want to buy one?
RATHER: Everything we do, we believe in challenging the status quo, we believe thinking differently. The way we challenge the status quo is making products that are beautifully designed, simple to use & user friendly. We happen to make computers. Want to buy one?
Counterpoint Tivo, which (until a recent court victory that tripled its stock price) appeared to be struggling.
http://www.ted.com Simon Sinek presents a simple but powerful model for how leaders inspire action, starting with a golden circle and the question "Why?"
Frugal innovation is associated with resource-constrained and low-income emerging economies such as those of Africa, India, and China, but we have recently seen the rise of frugal innovation efforts in developed nations including the U.S. and in Europe. These are not primarily cost-cutting measures, a response to financial constraint or a tepid economy. Rather, across the developed world, companies are beginning to use frugal innovation as a growth strategy. They are introducing a larger lineup of new products and services, often with greater economic and social value, at a much lower cost and using fewer natural and financial resources. Their goal is not to create cheap offerings. They want to create more effective offerings that draw people in with their simplicity, while also cutting down on the use of various resources.
It turns out that the four key attributes of frugal innovation — affordability, simplicity, quality, and sustainability — are exactly the qualities that customers in mature markets want most. This makes frugal innovation a viable growth strategy for companies expanding in those markets, not just in emerging economies.
Pioneering companies in mature economies are learning from emerging market companies a new way to expand their businesses. The four key attributes of frugal innovation are exactly what customers in mature markets want most.
Many business leaders subscribe to the classic definition of strategy as a set of actions designed to achieve an overall aim. In other words, they believe strategy starts with a goal. But for companies that have implemented winning strategies, that’s not how it typically happens.
I guess many of us had all wrong when we put the goal first. Be it business houses, or educational institutions, or even learners, hitting at the goal first, according to the writer of the article, might not have been a sure path to success! Even Bill Gates arrived at the goal after he had made a few attempts to provide an operating system for micro-computers. It was only after a few false starts, one of which was when his software began to be pirated that he decided to have one operating system across different machines with differing configurations. That, I guess was his goal! To have a operating software was his big idea, his goal was to have a single operating system, while his strategy was built through his experience of pushing his product into the market (the piracy of his first attempt probably taught him a lesson in strategy!). The writer of the article makes it clear that the correct path to success starts with 1.Having a Big Idea, 2.Having a Strategy, 3.Having a Goal. Bill Gates is now closest to his goal of ensuring that almost everyother home in the developed world has a computer!
Consider the recent article, “Why Strategy Execution Unravels — and What to Do About It“ by Donald Sull, Rebecca Homkes, and Charles Sull, in the March 2015 issue of HBR. Articles like this are well meaning and all set out to overcome the shortfalls of “execution.” But they all fail, including this one, and for the same reason: you can’t prescribe a fix for something that you can’t describe. And no one can describe “strategy execution” in a way that does not conflict with “strategy.”
Blaming poor execution for the failure of your “brilliant” strategy is a part of what I’ve termed “The Execution Trap” — how “brilliant” can your strategy really be if it wasn’t implementable?
I have a totally opposite view What I've learned from my clients doing is that thinking about strategy and execution at the same thing is a recipe for disaster. Sure they're are inextricably linked, They are two sides of the coin and yet vastly different. In simple terms strategy is about how you're going to move from here to there and execution is about who will do what, and when. You need to be well aware of capability when thinking about strategy. Developing your execution plan and enabling each of your employees to create and own their unique piece is a different exercise to creating the strategy which if its to be the right strategy needs employee and other stakeholders input too
get often get trapped thinking that strategy and execution are distinct processes. Good article to remind us that strategy is really a part of execution. Be sure to read the comments. They are as good, if not better than the article itself.
Intuition forms over time. When McKinsey began publishing the Quarterly, in 1964, a new management environment was just beginning to take shape. On April 7 of that year, IBM announced the System/360 mainframe, a product with breakthrough flexibility and capability. Then on October 10, the opening ceremonies of the Tokyo Olympic Games, the first in history to be telecast via satellite around the planet, underscored Japan’s growing economic strength. Finally, on December 31, the last new member of the baby-boom generation was born.
What’s the future of strategy setting, decision making, and management? We examine how the collision of rapid emerging-markets growth, technological disruption, and widespread aging is upending long-held assumptions.
Here is an article with massive implications for future workplaces and the people who will be employed there. In our schools today we will have to consider the implications for our students. The education we provide would depend on flexible technological formats, developing inter-personal skills, enriching creativity, building clarity into ethical frameworks and so on. Lots to think about.
In the last years of the nineteen-eighties, I worked not at startups but at what might be called finish-downs. Tech companies that were dying would hire temps—college students and new graduates—to do what little was left of the work of the employees they’d laid off. This was in Cambridge, near M.I.T. I’d type users’ manuals, save them onto 5.25-inch floppy disks, and send them to a line printer that yammered like a set of prank-shop chatter teeth, but, by the time the last perforated page coiled out of it, the equipment whose functions those manuals explained had been discontinued. We’d work a month here, a week there. There wasn’t much to do. Mainly, we sat at our desks and wrote wishy-washy poems on keyboards manufactured by Digital Equipment Corporation, left one another sly messages on pink While You Were Out sticky notes, swapped paperback novels—Kurt Vonnegut, Margaret Atwood, Gabriel García Márquez, that kind of thing—and, during lunch hour, had assignations in empty, unlocked offices. At Polaroid, I once found a Bantam Books edition of “Steppenwolf” in a clogged sink in an employees’ bathroom, floating like a raft. “In his heart he was not a man, but a wolf of the steppes,” it said on the bloated cover. The rest was unreadable.
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Shared leadership can catch new leaders off guard. In fact, it’s a challenge not only for brand new CEOs, but for seasoned CEOs whenever newly elected leaders take office.
In working with my friend and colleague Jolene Knapp, for example, I learned about how she needed to become acquainted with a new board president EVERY YEAR, in her role as an Executive Director. This added pressure to her role, and it also developed her agility in building new leader partnerships. It is from this perspective we share our insights in this blog series for nonprofit leaders.
Shared leadership can catch new leaders off guard. In fact, it’s a challenge not only for brand new CEOs, but for seasoned CEOs whenever newly elected leaders take office.
In working with my friend and colleague Jolene Knapp, for example, I learned about how she needed to become acquainted with a new board president EVERY YEAR, in her role as an Executive Director. This added pressure to her role, and it also developed her agility in building new leader partnerships. It is from this perspective we share our insights in this blog series for nonprofit leaders.