Leadership Engagement as an Operations Strategy

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Leadership Engagement as an Operations Strategy

Daniel Doucette June 5, 2013

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Advising nonprofits in:

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INTEGRATED PLANNING

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Coming this June

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Today’s Speaker

Daniel Doucette Leadership Coach & Advisor

Windfires: Leadership Engagement Strategies

Assisting with chat questions: Jamie Maloney, 4Good

Founding Director of Nonprofit Webinars and Host:

Sam Frank, Synthesis Partnership

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Leadership Engagement as an Operations Strategy

Nonprofitwebinars.com

June 5th, 2013

Agenda

• Why “Operations Strategy”?

• Framing Your Strategy

• Leadership, Management & Production Practices

HOW?

Theory of Performance

Intentional leadership and management practices

implemented through explicit operations strategies

enable people to sustain maximum results.

Operations Strategy

Framework to influence performance over a short term

(6 – 12 months) in pursuit of articulated strategic goals.

Not “where” or “why”.

Operations Strategy

Core principles serving as a platform for guiding decision-

making and choices across units and functions.

Not the “what” or “who”.

Operations Strategy

vision mission strategy targets

Humans

Organizing

Willpower

structure policies process systems

How?

Framing Your Strategy

• H.O.W. Humans Organizing Willpower

• Framework of principles & practices

• To influence performance by guiding decision-making & choices

Framing Your Strategy

Operations Strategy

Management Practices

Leadership Practices

Production Practices

Framing Your Strategy

• Vision stewardship

• Learning

• Norm-setting

• Networking

• Engagement orientation

Leadership Practices

Framing Your Strategy

• Resource stewardship

• Controlling

• Decision-making

• Aligning

• Discipline orientation

Management Practices

Framing Your Strategy

• Quality stewardship

• Innovating

• Standards-setting

• Coordinating

• Effectiveness orientation

Production Practices

Framing Your Strategy

Operating Strategy: Performance Orientation

Leadership Management Production

Vision stewardship Resource stewardship Quality stewardship

Learning Controlling Innovating

Norm-setting Decision-making Standards-setting

Networking Aligning Coordinating

Engagement orientation Discipline orientation Effectiveness orientation

Framing Your Strategy

Operating Strategy: Performance Orientation

Leadership Management Production

Vision stewardship Resource stewardship Quality stewardship

Choose your own

Engagement orientation Discipline orientation Effectiveness orientation

Leadership, Management & Production Practices

The real intention: • Behavior-based as much as task-driven

• Discipline as opposed to documentation

• A shape for conversations

• A platform for returning to key questions

Leadership, Management & Production Practices

Example 1: Operationalizing “learning”.

• Statement of definition: “Our operating definition of ’Learning’ is: the process of acquiring new knowledge or skills through study, reflection, experience, and applied practice.”

Leadership, Management & Production Practices

Example 1: Operationalizing “learning”.

• Statement of principle: “XYZ organization recognizes the value of continuous learning as part of our corporate culture. Formal training has its place, but we encourage experiential learning as an effective approach for rendering meaningful results.”

Leadership, Management & Production Practices

Example 1: Operationalizing “learning”.

• Statement of practice: “All managers are expected to work with their staff to define opportunities for learning within the context of performing their jobs. These opportunities are best articulated in terms of a learning goal, support needed from others, measure of success, and relevance to organization objectives.”

Leadership, Management & Production Practices

Example 2: Operationalizing “standard-setting”.

• Statement of definition: “Our operating definition of ’Standard-setting’ is: the process of coordinating, promulgating and revising commonly accepted methods for delivering a service in conformance with prescribed criteria of quality, safety and performance.”

Leadership, Management & Production Practices

Example 2: Operationalizing “standard-setting”.

• Statement of principle: “XYZ organization employs standard-setting as a tool for sharing methods that have been demonstrated to render effective results, promote competitiveness, or mitigate risk. Standards are not intended, however, to hamper responsiveness to context or opportunity for innovating.”

Leadership, Management & Production Practices

Example 2: Operationalizing “standard-setting”.

• Statement of practice: “Each division will maintain a cross-functional working group(s) to coordinate the periodic review and revision of relevant standards. Standards will distinguish between strict policies which are matters of compliance vs recommended methods or approaches with flexibility for judgment in how they are applied.”

Leadership, Management & Production Practices

Statements of definition, principle, practice

• How does the operations strategy serve to: – Shape meaningful conversations among

management, within teams, and between functions?

– Raise key questions that elevates performance?

– Advance the competitiveness and strategic interests of the orgainzation?

Re-Cap

• Why “Operations Strategy”?

• Framing Your Strategy

• Leadership, Management & Production Practices

LEADERSHIP ENGAGEMENT

as an

OPERATIONS STRATEGY Daniel Doucette Leadership Advisor & Operations Strategist

daniel@windfires.com www.windfires.com

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