Lasting Growth is usually Inside-out…

Leadership is increasingly about growing a community of interested, creative champions, who work collaboratively towards shared goals. The implications are that growth involves an introspective, as well as the traditional outward-focussed strategy. Take the single-step “growth and retention strategy” test below to see where your organization needs strengthening…

Four Questions to Test the Effectiveness of your Growth and Retention Strategy…

Rate the 4-“R’s” out of 10, and answer the question:

“Reach” … / 10 (People who never used to engage our organization, now do so, because we…?)
“Roots” … / 10 (People who knew little about what “makes us tick”, are now “ambassadors”, because we…?)
“Relate” … / 10 (People who were “outsiders” at our organization, are increasingly “insiders”, because we…?)
“Raise” … / 10 (People who were “followers” in our organization, are increasingly “leaders”, because we…?)

Growth is not limited to the ability of an organization to touch “new clients”, but often the result of a healthy ecosystem of internal processes that move people from the periphery of the organization, through a process of inculturation, to the centre of creative power that gave rise to the organization in the first place.

Tagged , , ,

Fresh Focus by Thinking outside the rut…


Can you describe your destination in less that ten words?
That’s called vision.

Is the “how” of what you are doing still the best way to do “what” you set out to do?
That’s called mission.

You’ll know when you’ve succeeded in 2012 when…?
That’s called an objective.

The next step on your path is what, exactly?
That’s called a goal.

This path links your present to your future because…?
That’s called strategy.

You’re clear about the “win”, but compromise on these… won’t make it worthwhile?
These are values.

Now, go and give the world what only you can.

Tagged , ,

Authentic Leadership: take the journey within…


There seems to be a number of mental cages that define the space from within which leaders operate… I want to suggest three observable ones that I call; causal, systemic and cultural, and then juxtapose them with another, authenticity.

Causal thinkers know that their actions produce a series of reactions. They set out to do things that produce desired results.

Systemic thinkers understand the inner-working, interconnected context of their actions. They set out to make ‘ripples’ in the system that is their world and bring about change.

Cultural thinkers perceive that the self-perpetuating DNA of a community reaches beyond their actions. They grow follower-leaders that become infectious carriers of the leader’s DNA.

Authentic leaders journey inward to become transformed to the essence of what they understand to be good and right. They inspire lasting transformation in their followers and change the world forever.

Jesus Christ was perhaps the most authentic leader ever to live.

Tagged , ,

15 Great Questions for Change Leaders…

What are the current TRENDS in terms of; attendance, finances, participation, staff turnover, and capacity(at the various levels) of our organization?

What are the major trends affecting the community / sector (“industry”) which we serve, in terms of; values, attitudes and lifestyles?

What are the drivers/causes of each of the above trends in question 1 and 2?

What are the results of these trends in 6months, 2years, 5years, 15years? Are these results desirable / undesirable?

What interventions are required in the case of each trend?

What are the foreseeable opportunities, events, developments, risks that can either benefit / disadvantage us? (internal and external)

What are the implications of each of these opportunities, events, developments, risks for us?

What would be our response to each of these scenarios?

What is the honest (if privately obtained) view of all decision-makers throughout the organization on these issues?

What insights / ideas can be gleaned from these, likely diverse, views?

What discrepancies arise from a comparison between all the above (reality), and the current “vision” for the organization in 6 months, 2 years, 5 years, 15 years?

What steps need to be taken in the immediate future, in response to these insights, in terms of brainstorming, planning, prioritization and implementation?

What structural, routine and behavioral changes are required throughout the organization to accommodate these learnings?

What activities / contexts, if participated in, would prepare the organization for its expected future?

What would be, in no more that ten words, the desired future of the organization in 2020?

Tagged , , ,