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Organizations frequently overlook the "critical middle"--how the exercise of leadership at all levels and how the application of a well-integrated operations strategy contribute to results and outcomes. This webinar offers a practical framework for integrating defined leadership and management practices into a holistic operations strategy in order to maximize organizational outcomes. Strategic plans are crucial. Policies and systems are practical. But without an explicit operations strategy and a unified approach to leading and managing the human systems across an organization, significant promise is left unattained.
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Sponsored by:
Leadership Engagement as an Operations Strategy
Daniel Doucette June 5, 2013
Twitter Hashtag - #npweb
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Of:
Sponsored by:
Advising nonprofits in:
• Strategy
• Planning
• Organizational Development
www.synthesispartnership.com
(617) 969-1881
INTEGRATED PLANNING
Part
Of:
Sponsored by: Part
Of:
Coming this June
Sponsored by:
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
Part
Of:
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
[email protected] www.windfires.com
Sponsored by:
Find listings for our current season
of webinars and register at:
NonprofitWebinars.com
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