good to great in the social sectors
DESCRIPTION
Good to Great in the Social sectors. WHEN YOU COMPARE GREAT COMPANIES WITH GOOD ONES, MANY WIDELY PRACTICED BUSINESS NORMS TURN OUT TO CORRELATE WITH MEDIOCRITY. NEED FOR GREATER DISCIPLINE. DISCIPLINED PLANNING DISCIPLINED PEOPLE DISCIPLINED GOVERNANCE DISCIPLINED ALLOCATION OF RESOURCES. - PowerPoint PPT PresentationTRANSCRIPT
GOOD TO GREAT IN THE SOCIAL SECTORS
WHEN YOU COMPARE GREAT COMPANIES WITH GOOD ONES, MANY WIDELY PRACTICED BUSINESS NORMS TURN OUT TO CORRELATE WITH MEDIOCRITY
NEED FOR GREATER DISCIPLINE DISCIPLINED PLANNING DISCIPLINED PEOPLE DISCIPLINED GOVERNANCE DISCIPLINED ALLOCATION OF
RESOURCES
A CULTURE OF DISCIPLINE IS NOT A PRINCIPLE OF BUSINESS, IT IS A PRINCIPLE OF GREATNESS
WE NEED TO EMBRACE A “LANGUAGE OF GREATNESS”
FIVE ISSUES WITH GREATNESS IN SOCIAL SECTORS DEFINING “GREAT”: CALIBRATING SUCCESS
WITHOUT BUSINESS METRICS LEVEL FIVE LEADERSHIP: GETTING THINGS
DONE WITHIN A DIFFUSE POWER STRUCTURE FIRST WHO: GETTING THE RIGHT PEOPLE ON THE
BUS WITHIN SOCIAL SECTOR CONSTRAINTS THE HEDGEHOG CONCEPT: RETHINKING THE
ECONOMIC ENGINE WITHOUT A PROFIT MARGIN TURNING THE FLYWHEEL: BUILDING MOMENTUM
BY BUILDING THE BRAND
INPUTS VERSUS OUTPUTS IN THE SOCIAL SECTORS, MONEY IS
ONLY AN INPUT, NOT A MEASURE OF GREATNESS
A GREAT ORGANIZATION IS ONE THAT DELIVERS SUPERIOR PERFORMANCE AND MAKES A DISTINCTIVE IMPACT OVER A LONG PERIOD OF TIME
FOR SOCIAL SECTORS, PERFORMANCE IS ASSESSED RELATIVE TO MISSION
KEY REFLECTIONS HOW EFFECTIVELY DO WE DELIVER ON
OUR MISSION AND MAKE A DISTINCTIVE IMPACT, RELATIVE TO OUR RESOURCES?
THE BASIC IDEA IS STILL THE SAME: SEPARATE INPUTS FROM OUTPUTS AND HOLD YOURSELF ACCOUNTABLE FOR PROGRESS IN OUTPUTS, EVEN IF THOSE OUTPUTS DEFY MEASUREMENT
THREE ELEMENTS OF GREATNESS SUPERIOR PERFORMANCE DISTINCTIVE IMPACT LASTING ENDURANCE
ELEMENTS OF VISION COMMUNITIES LEADER INITIATED SHARED AND SUPPORTED INSPIRING COMPREHENSIVE AND DETAILED
EVIDENCES IT DOESN’T REALLY MATTER WHETHER
YOU CAN QUANTIFY YOUR RESULTS. WHAT MATTERS IS THAT YOU RIGOROUSLY ASSEMBLE EVIDENCE TO TRACK YOUR PROGRESS
INPUTS OF GREATNESS DISCIPLINED PEOPLE DISCIPLINED THOUGHT DISCIPLINED ACTION BUILDING GREATNESS TO LAST
OUTPUTS OF GREATNESS DELIVER SUPERIOR PERFORMANCE:
RESULTS AND EFFICIENCY IN DELIVERING THE MISSION
MAKE A DISTINCT IMPACT: IRREPLACEABLE BY ANY OTHER INSTITUTION
ACHIEVE LASTING ENDURANCE: RESPONDS TO ANY INTERNAL OR EXTERNAL INFLUENCE IN A POSITIVE MANNER
COLLECTIVE SELF-EFFICACY NO MATTER HOW MUCH YOU HAVE
ACHIEVED, YOU WILL ALWAYS BE MERELY GOOD RELATIVE TO WHAT YOU HAVE BECOME. GREATNESS IS AN INHERENTLY DYNAMIC PROCESS, NOT AN END POINT. THE MOMENT YOU THINK OF YOURSELF AS GREAT, YOUR SLIDE TOWARD MEDIOCRITY WILL ALREADY BEGUN
EMPOWERMENT GREAT COMPANIES INCLUDE INDIVIDUALS
THAT THINK OF THEMSELVES AS CAPABLE INDIVIDUALS WHO CAN TAKE CONTROL OF THEIR OWN LIVES. THIS CONCEPT IS NOT FORCED, BUT RATHER SUPPORTED BY PROVIDING THE INTER-DEPENDENT COUNCILS IN THE ORGANIZATION THE OPPORTUNITY TO MAKE CHANGES AT THEIR OWN DISCRETION. MOST WILL DO SO.
LEADERSHIP POWER SOURCES POWER OF INCLUSION POWER OF LANGUAGE POWER OF SHARED INTERESTS POWER OF COALITION
LEADERSHIP SKILL TYPES EXECUTIVE: THE INDIVIDUAL LEADER
HAS ENOUGH CONCENTRATED POWER TO SIMPLY MAKE THE RIGHT DECISION
LEGISLATIVE: RELIES MORE UPON PERSUASION, POLITICAL CURRENCY, AND SHARED INTERESTS TO CREATE THE CONDITIONS FOR THE RIGHT DECISIONS TO HAPPEN
LEVEL FIVE LEADERSHIP LEVEL FIVE LEADERS ARE AMBITIOUS FIRST AND
FOREMOST FOR THE CAUSE, NOT THEMSELVES. THEY WILL DO WHATEVER IT TAKES TO DO GOOD ON
THAT AMBITION. LEVEL FIVE LEADERSHIP IS NOT ABOUT BEING SOFT
OR NICE OR PURELY INCLUSIVE. THE WHOLE POINT IS TO MAKE SURE THE RIGHT DECISIONS HAPPEN—NO MATTER HOW DIFFICULT—FOR THE LONG-TERM GREATNESS OF THE INSTITUTION AND THE ACHIEVEMENT OF ITS MISSION, INDEPENDENT OF CONSENSUS OR POPULARITY
LEVEL ONE LEADERSHIP LEADER MAKES PRODUCTIVE
CONTRIBUTIONS THROUGH TALENT, KNOWLEDGE, SKILLS, AND GOOD WORK HABITS
LEVEL TWO LEADERSHIP LEADER CONTRIBUTES INDIVIDUAL
CAPABILITIES TO THE ACHIEVEMENT OF GROUP OBJECTIVES, AND WORKS EFFECTIVELY WITH OTHERS IN A GROUP SETTING
LEVEL THREE LEADERSHIP LEADER ORGANIZES PEOPLE AND
RESOURCES TOWARD THE EFFECTIVE AND EFFICIENT PURSUIT OF PREDETERMINED OBJECTIVES
LEVEL FOUR LEADERSHIP LEADER CATALYZES COMMITMENT TO
AND VIGOROUS PURSUIT OF A CLEAR AND COMPELLING VISION, STIMULATING HIGHER PERFORMANCE STANDARDS
LEVEL FIVE LEADERSHIP BUILDS ENDURING GREATNESS
THROUGH A PARADOXICAL BLEND OF PERSONAL HUMILITY AND PROFESSIONAL WILL
DEALING WITH SOCIAL SECTOR CONSTRAINTS CREATE POCKETS OF GREATNESS INCORPORATE EARLY ASSESSMENT
MECHANISMS FOR GETTING THE WRONG PEOPLE OFF THE BUS
FOCUS OF GETTING AND HANGING ON TO THE RIGHT PEOPLE, THOSE WHO ARE SELF-MOTIVATED AND SELF-DISCIPLINED
FUNDAMENTAL POINTS THE MORE SELECTIVE THE PROCESS FOR
HIRING, THE MORE ATTRACTIVE THE POSITION BECOMES
SOCIAL SECTORS HAVE ONE COMPELLING ADVANTAGE: DESPERATE CRAVING FOR MEANING IN OUR LIVES
THE NUMBER ONE RESOURCE FOR A GREAT SOCIAL SECTOR ORGANIZATION IS HAVING ENOUGH OF THE RIGHT PEOPLE WILLING TO COMMIT THEMSELVES TO MISSION
HEDGEHOG CONCEPT IN THE SOCIAL SECTORS WHAT ARE YOU DEEPLY PASSIONATE ABOUT?
UNDERSTANDING WHAT YOUR ORGANIZATION STANDS FOR (CORE VALUES) AND WHY IT EXISTS (MISSION OR CORE PURPOSE)
WHAT CAN YOU BE BEST IN THE WORLD AT? UNDERSTANDING WHAT YOUR ORGANIZATION CAN UNIQUELY CONTRIBUTE TO THE PEOPLE IT TOUCHES BETTER THAN OTHER ORGANIZATIONS
WHAT DRIVES YOUR RESOURCE ENGINE? UNDERSTANDING WHAT BEST DRIVES YOUR RESOURCE ENGINE: TIME, MONEY, AND BRAND
Hedgehog ConceptWhat You Are
DeeplyPassionate
About
What Drives Your
Resource Engine
What YouCan Be
The BestIn The
World At
A GREAT SOCIAL SECTOR ORGANIZATION MUST HAVE THE DISCIPLINE TO SAY NO TO RESOURCES THAT DRIVE IT AWAY FROM THE MIDDLE OF ITS THREE CIRCLES OF THE HEDGEHOG CONCEPT. THE ORGANIZATION MUST ATTRACT AND CHANNEL RESOURCES DIRECTED AT THE CENTER OF THE THREE CIRCLES.
TURNING THE FLYWHEEL BUILDING MOMENTUM BY BUILDING
THE BRAND SUCCESS BREEDS SUPPORT AND
COMMITMENT, WHICH BREEDS EVEN GREATER SUCCESS, WHICH BREEDS MORE SUPPORT AND COMMITMENT----ROUND AND AROUND THE FLYWHEEL GOES
ORGANIZATIONS BECOMING INSTITUTIONS