When deciding whether or not to take up an opportunity to lead an organization, the obvious place to start is with the mission. You need to have an affinity with it. A successful leader is one who believes in the organization’s goals, is passionate about advancing the cause, and has the credibility to sell the cause to the outside world.
Networks spark ideas, lead to partnerships and collaboration, and can accelerate impact. They are essential to any leader. It is your responsibility to develop and nurture them, not only for the sake of the organization’s work but also for your own development.
A strong narrative is a unifying message, a rally call that helps your staff, volunteers, donors, clients, and potential new friends understand what you do, why, and how you do it. A persuasive narrative draws people into the cause, and provides clarity of your mission. It creates a shared sense of purpose for all your community members.
The following is an excerpt from Chapter Four “Making plans.” Once you have a comprehensive understanding of the key drivers of the organization, you are ready to develop strategic and business plans. Good plans are used to galvanize your team to reach agreed-upon and measurable goals. Plans outline future growth and development by prioritizing an organization’s work for the next three to five years.
This article is focused less on the nuts and bolts of plan-making than it is with the process of preparing a good plan and, in particular, the way to ensure that your plans get the necessary buy- in throughout your organization.
The following is an excerpt from Chapter Three, “Crafting the vision.”
If you are leading an organization, you probably believe in its work or mission. Whether it is designing software, awarding scholarships, providing shelter to homeless people, or protecting the environment, you are clear on what the organization’s purpose is. Often, the factors that will help the organization achieve that goal are less obvious. In other words, what is the core business for the organization? As a new CEO, you must take some time to figure this out. If you don’t, your operations can go spinning out in all directions very quickly. Defining your core business is not always simple, but once articulated, it results in a clear vision.