building a 21st century nonprofit: a change management roadmap on how to create a fully integrated,...
DESCRIPTION
How do you put it all together from a strategic leadership perspective? To achieve success today, functional silos must come down – staff must acquire new skills – and reporting structures require more fluidity from project to project.Join two senior nonprofit executives and learn how they’ve been able to foster success, inspire creativity and innovation, and build loyalty in nonprofit environments that are becoming more complex and increasingly demanding.TRANSCRIPT
BUILDING A 21ST CENTURY NONPROFITA CHANGE MANAGEMENT ROADMAP ON HOW TO CREATE A FULLY INTEGRATED, CUSTOMER FOCUSED ORGANIZATION
Mark Climie-Elliott CFRE, hjcDebbie Comuzzi, President and CEO Children’s Health Foundation
Mark Climie-Elliott, [email protected] Advisor/Consultant, HJC
Debbie ComuzziPresident and CEOChildren’s Health [email protected]
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SESSION OUTCOMES
Participants will:• Determine their current reality• Learn the process to identify leverage• Uncover keys to successfully transform• Hear first-hand how an organization has
set the path for transformation
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A Successful Transformation Includes:• Full Participation• Solid Preparation• Open Minds• Feedback• A safe environment
– respectful and inclusive
• + Tension!
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Tension is Good!
Organization Type ATension Behaviour Outcome
Fear Blaming Burnout
Anxiety Self-interest
Stagnation
Political Downgrading
Organization Type BTension Behaviour Outcome
Innovation Cooperation Achieve Goals
Creativity Teamwork Success
Productive Rewards
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Where is your organization?
Step 1:Release the Fear and Anxiety• To create change – you need a process
– a System– Input– Challenge
• Three Drivers of Change– People– Technology– Knowledge
• The System:– Systems Leverage
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The Systems Leverage Model
Shared VisionShared Vision
Shared RealityShared Reality AssumptionsAssumptions
FeedbackFeedback
LeverageLeverage
OptionsOptions
Dialogue
Quantum Learning Systems
Shared Reality
• Your organization as it is today.– How you see it – your reality– How others see it – their reality– No right or wrong – simply respected
observations
• Collectively, this becomes your “shared” reality.
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Reality is something you rise above.Liza Minelli
Shared Future
• Shift ahead and articulate a shared vision or desired state of what you want to look like in 3-5 years
• Can be applied to any timeframe – short, mid and long-term
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Dialogue vs. Discussion• Dialogue encourages participation
– Usually facilitated– Sets an atmosphere of respect– Encourages “safe” participation
• Surface Assumptions– Enables Sharing
• Discussion– Unstructured– May lead to “right” and “wrong” statements– May lead to competitive– Often leads to fragmentation
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Leverage
• Through the dialogue… – Surface assumptions– Options appear– Leverage is identified– Testing Action– Feedback
• Changes your Shared Reality
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Success Factors for Transforming from Good to Great!
• Alignment – Strategy– Structure– Organizational Culture– Skills
• Alignment – Strategy– Structure– Organizational Culture– Skills
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Strategy
• Leveraging the resources to meet goals• Means by which you achieve your vision• Plan – sets out the timelines, resources or
specific activities (tactics)• Integrates across organization
(Information Technology, HR, Functional Priorities, Process Improvement, …)
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Structure
• Organizational Design• Work Processes• Decision-making• Information Systems• Rewards and Incentives• Communications
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Culture
• Practicing what your are…– Vision– Values– Brand– Behaviours– Traditions– Leadership
• Alignment with Structure is key
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Skills
• The fuel that drives the strategy, culture and structure– Technical– Analytical– People– Organizational– Communications
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A Shared Reality
• Surpassed New Building Campaign Goal– Donors completing pledges
• New Hospital Opening in Dec 2010 – full completion Spring 2011
• Currently at $8M
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Desired State
• Next • Keeping FR Streams diversified• Setting up Ask
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Next Challenge• Planning for CHRI (Research Institute) going National• Grow Revenue to $15M by 2020
• Regenerate Support– 8 Campaigns– Major Gifts– Mid-Level Opps– Monthly Giving Focus
• Lead Generation– Target Communities– Integrated Channel Marketing– Leverage E-Phil Ops
• Diversified Revenue Streams
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Alignment
• Structure– No Director of Development or Annual Giving
• All Sr. Functions reported to CEO
– Functional Silos apparent• Although Integrated – needing enhancement
• Skills– Talented/Highly Skilled
• Retooling required to meet future objectives
• Culture– Donor-centred– Highly team-oriented
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Outcomes
• Restructured– Director of Annual Giving
• Restructured Again– Director of Resource Development
• Annual• Major• Donor Migration
• Result – Enabling CEO to focus externally, growing CHRI Nationally & Capacity Building with Key Stakeholders
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Keys to a Successful Transformation
• AlignmentStrategy Structure Culture Skills
• Dynamic Integration– People– Technology
• Identifying Leverage– Aligning with Strategy
• Board and Leadership Buy-In
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Embrace Change
• Take Personal Responsibility – #1 Mistake is to “decide not to change.”
Thanks for joining us today!
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