Getting your organization behind and driving the plans that align with your strategic goals means looking at each individual and focusing on their competencies.
What is your organization doing to intentionally hone staff skills in areas that are organization gaps? Do you know what your gap areas are?
What makes a great leader? The answers to this question vary greatly. However there is a framework for for considering context specific skills that afford the competencies that an organization needs in its leadership.
John Kotter, Harvard Professor Emeritus, is considered a thought leader on change management. Kotter notes that 70% of organization change attempts fail. We’ve all been there. How do we as leaders become the 30% who create change that sticks? Real change requires a shift in organization culture and cultural change doesn’t happen without a lot repetition and providing rationales for the change so that core beliefs and values change too. That means not letting up.
In the non-profit sector, managing through objectives brings us to the world of logic models and theories of change. Those are the tools we use most often to create the measurable objectives we deem most likely to drive our mission forward. Embedded in any logic model are a number of priorities that must be managed.
