www.1001TopWords.com |
Focus Leads To Nonprofit Success: Is Your Organization Rowing or Drifting
Picture yourself standing on the bank of a river watching a rowing competition. Carefully watch the crews. Crewmembers dip the oars and bring them to the surface again and again in a carefully orchestrated rhythm. Crewmembers are working together to realize their common vision of a first place finish. Every team member is clear about the mission - complete the race in the fastest time. Everyone is working hard to pull in the same direction at the same time. They are focused on the desired end results. Now picture a nonprofit organization coping with increased competition. Funding is a constant struggle. Conversations with board members and staff paint a picture of people operating with different definitions of the purpose and future of the organization. The organization is adrift. Is your organization rowing or drifting? Organizations that are drifting suffer from three common problems. Staff and board members develop programs, services or products based on their own version of the organization's mission; it is hard to identify the underlying strategies and the core programs. In addition, staff and board members chase dollars to support activities. Finally, staff and board members have no standard upon which to base decisions. At times, one option seems as good as another. These actions lead to disjointed programs, decreased funding and poor decision-making. If any of these problems sound familiar, you can take steps to solve them. First, develop a clear vision statement that provides staff and board members with a sense of direction. Second, define the mission of your organization in terms of that future. A clearly defined mission allows each person in the organization to understand why the organization exists. Third, define your measures of success. Measures of success help everyone understand what you are trying to achieve. Start pulling in the same direction and focus on the end results. Taking action now can put you on the path to becoming a more effective organization that creates greater impact in the community. Judith Rothbaum's passion is helping nonprofits thrive. Through her monthly e-newsletter, she offers practical management, fundraising and communication solutions for bold nonprofits on the move. She gives seminars, workshops, presentations and coaching programs nationwide for nonprofit professionals and volunteers. Visit http://www.datafordecisionmaking.com to learn more.
|
RELATED ARTICLES
Managing Change - Get it Right In any event, getting the process right is a vital component. The credibility of the change managers will be scrutinised closely enough on the issue itself, with all processes in place. If process is at fault too, then things can get very messy indeed. Make Them GLAD Youre Their Boss Criticism has the power to do good when there is something that must be destroyed, dissolved or reduced, but it is capable only of harm when there is something to be built. --Carl Jung Having Your Phil February 2nd, at approximately 7:30 a.m. local time on Gobbler's Knob in a small town in western Pennsylvania, 20,000 people and a national radio and television audience anxiously await the prognostication of America's favorite furry forecaster. In a tradition dating back 119 years, Punxsutawney Phil emerges from hibernation?and if he sees his shadow, it's back into the burrow for six more weeks of cold weather. ISO 9001 What Records Does My Business Need To Keep? Which documents must I keep for ISO 9001? Its a Training Issue! There's a common phrase used by Organizational Development and Human Resource professionals, when identifying kinks in the growth of an organization or company - "It's a training issue." The same phrase can be applied to almost any group of human beings that are working together to achieve a common goal. When progress stagnates and obstacles appear, you can retrace the path of movement and discover that things started to go wrong when someone wasn't trained properly. Performance Expectations - 5 Tips and 5 Questions People want to understand their role - they want to do well! So by being clear, really clear about what it expected of them, makes a big, big difference! And that improves performance as well as saving you time chasing others around to deliver what you want. Tales from the Corporate Frontlines: Coworker and Caretaker This article relates to the Coworkers competency, commonly evaluated in employee satisfaction surveys. It tells the story of a coworker whose performance consistently facilitated effective cooperation, collaboration, and communication between the employees within one organization. While the Team Dynamics competency focuses on relationships within a single group, this competency targets coworker topics spanning the entire organization over multiple work units. This competency investigates your organization's ability to successfully work in partnership on projects with one another and between groups to reach the common goals of the organization. Smart Staffing: Replacing a Key Manager Have you been in this situation? One of your top managers left suddenly and you're under the gun to replace her quickly. So you promoted her assistant. That was a disaster. You now need to replace him but want to do it right this time and avoid another costly mistake. Deciding What to Delegate DECIDING WHAT TO DELEGATE: Once the benefits of delegation are established and obstacles removed, the next step in the delegation process is to decide what work can and should be delegated. In general, work to be delegated should adhere to the following guidelines: - It can be handled adequately down the line. - All necessary information for decision making is also available down the line. - The work involves operational detail rather than planning or organization. - The task does not require skills unique to the manager or position. - An individual other than the manager has, or can have, direct control over the task. Employee Success! - 7 Ways Feedback Works By sharing how well you are doing and how well your expectations are met, your people get to understand better. So, frequent, realistic, objective feedback is not seen as criticism, more a way of each in your team helping each other get better, building on the success you already have.So, why does Feedback work? Writing and Revising Your Life Story Change is not simple. Why do we repeat behavior that doesn't work? Those actions that lead to stifling debt, disappointing careers, or stuck relationships? Then do it harder, yet expect a different result? Why is it not obvious that trying to exit an old story by simply writing a "better ending" only recreates the same story, and ensures that we remain in it? That a thousand better endings to an old story don't create a new story? That the past cannot be changed and is a settled matter? That too often, we see ourselves as the victims of the stories that we author and the feelings we create? It?s Not All About Cheese: The Missing Component in Employee Development (Part 2) In part one of this article I told you about how perceptions are changing in the workplace. In part two, I want to tell you more about the "Merge Point Method" and how it helps you create training programs that lead to stronger collaboration between individuals and teams. Appraisal Systems - Not Living Up to Their Objectives Almost, if not all organisations have them, they've been around for a very long time and some organisations swear by them, however on the whole the average appraisal system fails to live up to the expectations of the organisation and often they can cause more trouble than they are worth. Delegation: When to Delegate, Who to Delegate to There are some very simple guides for delegation. The Most Important Thing Youll Ever Do The wellspring of confidence is belief. When you believe in something, you accept and have conviction about the truth, actuality, or validity of that thing. When the belief is about you, its called self-confidence. Self-confidence is your belief that you can marshal your physical, intellectual, emotional and spiritual resources in the successful pursuit of a goal. Get Meeting off To a Great Start When asked what part of their job they find a major time waster, many will answer loud and clear... MEETINGS. In a recent survey of business leaders, ninety percent of the respondents attributed the failure of meetings to a lack of advanced planning and organization. And, over three-fourths, indicated that they received no formal training on how to conduct a meeting. The following four strategies can help improve the quality of your meetings. Todays Employees and Their New Needs: What You Need to Know Today's employees are not only interested in security or in pay and fringe benefits. They are often placing increased value on being recognized and involved in reaching personal growth goals. As a supervisor you must be aware of these new values. Keeping your employees' interests and priorities will help you better motivate them to work well. Towards Intercultural Understanding An individual's ability to forge effective relationships across cultures is influenced by a very personal and highly complex mixture of emotional and cognitive processes. Anyone contemplating an overseas posting feels apprehensive about stepping into the unknown. The mere knowledge that we are leaving our own cultural comfort zone can trigger all sorts of subconscious defensive tactics that can make it difficult to operate effectively the new environment. Few Things Are More Destructive Than An Insecure Boss Few things are more destructive to a career than a boss who is insecure. Unfortunately, it is a near certainty that most people will encounter one or more such persons along the way. Managing Motivation "Without the chance to meaningfully participate in steering one's own destiny, without the opportunity to gain the sincere respect of one's own peers, without an honest stake in making the community more successful through one's own work and ideas, employability can quickly decay into generic training programs or bogus choices..." --"Beyond Empowerment: Building a Company of Citizens" by Brook Manville, Josiah Ober, page 52, Harvard Business Review January 2003. |
© Athifea Distribution LLC - 2013 |