Only a few on your team will help achieve the organization’s big goals this year. How can you change the narrative? You have big annual goals that align with your strategic plan. Everyone must play a role in helping to achieve them. A few on your team will overachieve. Also, more than a few won’t carry their own weight. Why…
Five Steps to a Staff Skills Gap Analysis What is your organization doing to intentionally hone staff skills in areas that are organization gaps? Do you know what your gap areas are? We are all looking for ways to further develop and invest in our team. We want greater retention, and we know that many executives plan to retire in…
Organization change can mean a need for different leadership competencies, because some leadership needs are context specific. Context specific competencies represent one of the three areas that The Bridgespan Group’s recent summary/meta-analysis espouse make a good leader: general competencies, context specific competencies, and core values/beliefs. While Bridgespan asserts agreement that these three areas are what matters, the specific skills or…
8 Steps to Creating Change 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…
Peter F. Drucker’s well-known article, “What Makes an Effective Executive” is one I wish I’d read earlier in my tenure as a non-profit leader. You can find it here: https://hbr.org/2004/06/what-makes-an-effective-executive. Drucker passed away in 2005 and is considered the founder of modern management, famous for the principle of managing through objectives. In the non-profit sector, managing through objectives brings us…
