Converting Good Ideas Into Effective Action [Compatibility Mode]
1. converting g
g good ideas into
effective action
charlesPhillips, PhD
donnaLenaghan, PhD
d L h
2. remembering the reason
excellence in performance
1. manage for the mission
2. genuine diversity
3. p
passion, joy
,j y
4. continuous learning and innovation
5. healthy culture and strong connections
6. customer-focused
7. productive partnerships across all lines
8. operate with consciousness of whole systems
9. share responsibility: recognize contribution
p y g
10. leadership and accountability throughout
11. have fun and celebrate success
3. reflecting on your experience:
fl ti i
A. what are the key leadership
h t th k l d hi
opportunities for nonprofit
organizations?
1)
2)
)
notes:
4. reflecting on your experience:
fl ti i
B. what are the key leadership challenges
h t th k l d hi h ll
for nonprofit organizations?
1)
2)
notes:
5. reflecting on your experience:
fl ti i
C. what contributes to successful
h t t ib t t f l
development and implementation of a
strategic plan? what is the leader’s
role?
1)
2)
notes:
6. leadership h ll
l d hi challenges
corporations no longer making annual
donations from a budget earmarked
‘charity’
corporations l ki f concrete
ti looking for t
evidence of a ROI
donations perceived as part of the
marketing budget
7. rapidly changing ti
idl h i times
declining sources of traditional support—
foundations and donors are adapting venture
philanthropy models.
hil th d l
governments cutting back funding and subsides to
the poor
increasing demand for services
crowded markets
rapidly changing social and economic
environment
8. life in
lif i a post modern world
t d ld
individuals (recipients of nonprofit
services, volunteers, donors) want more
)
choice, more control and more
accountability.
y
access to internet eases communication
increases need for brand-name
brand name
recognition
9. organizational challenges
i ti l h ll
death by group think
remaining relevant in a rapidly changing
world
identifying and documenting the social
impact of programs and services
10. the 5 Drucker questions
Dr cker q estions
1. what is our mission?
2. who is our customer?
h i t ?
3. what does the customer value?
4. what are our results?
5. what is our plan?
12. marketing is everything.
the purpose of any organization is to create
value
to create value it needs resources
to acquire resources it must ask for or warrant
them
resource givers - donors, customers, employees,
foundations - have a choice (to give or not to
give or to give to another organization)
the task of every organization is to
differentiate, be more relevant, be more
, ,
desirable
13. 1. hat o r
1 what is our mission?
why you do what you do; the
organization’s reason for being, its
pu pose
purpose. says in t e e d what you
the end at
want to be remembered for.
14. 1.
1 what is our mission?
“a mission cannot be impersonal; it has
to have deep meaning, be something you
p g, gy
believe in—something you know is right.
a fundamental responsibility of
leadership is to make sure that
everybody knows the mission,
b d k th i i
understands it, lives it.”
15. 2. ho o r c stomer?
2 who is our customer?
those who must be satisfied in order for
the organization to achieve results. the
primary customer is the person whose
life is changed through the
organization s work.
organization’s work supporting
customers are volunteers, members,
partners, founders,
partners founders referral sources
sources,
employees, and others who must be
satisfied.
satisfied
16. what is marketing?
h ti k ti ?
facilitation of exchange
relationships linking an organization that
p g g
produces products or services to:
customers or recipients
donors
governments
media
tax payers
other organizations
17. facilitation f
f ilit ti of exchange
h
often not of a monetary nature—such as a
g
good feeling, a sense of community or
g y
social prestige
multiparty exchanges more complex than
the private sector
18. 2. ho o r c stomer?
2 who is our customer?
“time and again you will have to ask,
‘Who is our customer?’ because
Who customer?
customers constantly change. the
organization that is devoted to
results—always with regard for its
basic integrity—will adapt and change
as they do.”
19. market constituents
k t tit t
resource provision market
volunteers
donors
d
funders
g
government g
grantors
resource allocation market
clients
patients
legislators
general public
20. marketing tasks
k ti t k
attracting funding from government
agencies
attracting funding from p
g g private donors
attracting clients for services
attracting volunteers
persuading legislators to change laws
advocating changes in public opinion
21. relationship marketing
l ti hi k ti
the focus of the exchange is NOT to
trigger an isolated transaction.
gg
long term focus on the interface between
the customer and the organization is
paramount.
22. 3. h t d
3 what does the customer value?
th t l ?
that which satisfies customers’ needs
(physical and psychological well being)
well-being),
wants (where, when, and how service
is provided), and aspirations (desired
long term results).
long-term results)
23. the t
th nature of humankind
fh ki d
Maslow s
Maslow's
hierarchy of needs
24. marketing research
k ti h
formal investigations in nonprofits are rare.
NPO leaders believe they already have an
informed relationship with the population served.
NPOs operate on a small scale in local markets
NPOs frequently deal directly with end users
service providers may be in a better position to
specify an appropriate product—mentally challenged
child
25. cautions
ti
perception that clients are unqualified to
have opinions on the treatments they
p y
receive can lead professionals to be
inattentive to the legitimate wishes of
g
those they intend to serve.
often no direct feedback between funders
and clients as in business
26. simple probes
i l b
collecting and collating information from
frontline staff
research available secondary information
from United Way of a municipal-in-house
municipal in house
survey
joint projects with organizations with a
common interest
27. 3. h t d
3 what does the customer value?
th t l ?
“people are so convinced they are doing the
rights things and so committed to their
cause that they come to see the institution
as an end in itself. but that’s a bureaucracy.
instead f ki ‘d
i t d of asking ‘does it deliver value to our
d li l t
customers?’ they as, ‘does it fit our rules?’
and that not only inhibits performance but
also destroys vision and dedication.”
28. 4. hat
4 what are our results?
o r res lts?
the organization’s bottom line.
defined in changed lives people’s
lives—people s
behavior, circumstances, health,
hopes, competence, or capacity.
results are always outside the
organization.
29. 4. hat
4 what are o r res lts?
our results?
“people are no longer interested to
know, ‘Is it a good cause?’ instead
Is cause?
they ask, ‘what is being achieved? Is
this a responsible organization worthy
of my investment? what difference is
being made in society, in this
community, in the life of individuals.”
30. 5.what is the Plan?
5 h t i th Pl ?
revise the mission (if needed), confirm goals
and results
develop objectives, action steps, and
budgets
prepare the plan for presentation to the
Board
present the mission goals and budget for
approval
distribute the plan, confirm responsibilities
plan
and dates for initial appraisal
31. principles
make it your own
embed diversity
broad participation and communication
meaningful information
focus on results
shared commitment to action
32. “St. Augustine said, ‘One prays for
miracles but works for results.’ Your
i l b t k f lt ’ Y
p a eads
plan leads you to work for results. It
o o esu ts t
converts intentions into actions.”
