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As a strategic leader I was in a unique position when I started incorporating strategic management practices. I was in the not-for-profit sector where the business areas functioned quite separately. I recognized the importance in Strategic Management helping move my business area forward so I began to utilize it. I had to start by creating strategic direction for my own unit.

 

These elements all played a role but a few were looked at differently than they might be in the profit sector:

  • Marketing

  • Productivity

  • Finances/Budget/Revenues/Cash Flow - we operated with a fixed budget that was managed annually. There was generally no additional funding on a monthly basis so finances had to be managed very effectively.

  • Customers/Clients

  • Technology

  • Critical Business Issues

  • Communication Strategy

  • Business Growth - as a not-for-profit organization you still need to stay current and make adjustments and improvements based on need, the economy and client service in the interest of business development and staying relevant.

  • External environment - politics and government played a large role, influencing or dictating service and funding and could fluctuate when those in positions of power changed.

  • Operating Margins - the majority of financal resources had to be directed towards client service.

  • Market/Competition/Market Share - services were provided that few other agencies offered, or not to the same extent, however there were agencies that offered similar services or who served a similar clientele so it was important to build relationships with those stakeholders.

 

Several elements play no role, or a very minimal role, in not-for-profit organizations:

  • Sales

  • Manufacturing

  • Profit - perhaps this one goes without saying :)

ADDITIONAL LEARNINGS

Whether it seems like a small change or an entire overhaul everyone reacts differently to change and as a leader you must be prepared to adapt. For many years I have dealt with change on a daily basis and I have brought about a great deal of it myself. Creating a change in culture can have the most lasting impact on ongoing change tolerance. When going through change or implementing a new initiate these are some of the skills I rely on and ensure are built into any execution strategy.

  • Honest communication

  • Transparency

  • Respect

  • Avenues for support

  • Forming, Storming, Norming & Performing principles

  • Address both the rational and emotional changes

  • Be realistic about the adjustment period and with signifiant change be ready for 2-3 years

  • Clear expectations

  • Provide clear and accurate information

  • Encourage questions

 

Initiatives I have facilitated through change:

  • New service delivery model

  • New organizational structure

  • New management and senior management

  • Administrative Support Re-structuring

  • Training Implementation

  • Policy/Procedure Implementation

Recognizing the impact you have on others can support every aspect of what you do from business through your personal life. I could go on for hours about my learnings through Emotional Intelligence but rather I have attached a presentation which summarizes the concept of Emotional Intelligence as shared by Travis Bradberry & Jean Greaves in the book Emotional Intelligence 2.0 and by Daniel Goleman who developed the Emotional Intelligence Appraisal Test and wrote many bestselling books on the subject. Emotional Intellience is important to building relationships, managing others, implementing strategies and can impact success.

Difficult or crucial conversations are also key to implementing strategies. Gaining knowledge in this area has helped me a great deal. I put difficult conversations into two categories:

  1. Those that arise naturally out of discussion over a difference of opinion or misunderstanding. These are difficult conversations you can find yourself in at any time and without preparation.

  2. Secondly, there are planned difficult conversations you need to have with some who is not performing well or that you continue to have conflict with. You enter these discussions with advanced notice.

As I was developing the performance management process and addressing behaviour and training issues I began to develop a style around the second type of difficult conversation. Over the years I have had more difficult conversations than I can count and I still encounter people who dread having these conversations. I have attached a presentation I shared with the coaching group I belonged to so I could share what I've learned.

Without skill sets in other areas, Strategic Management would be much more difficult. I rely on skills in Change Management, Emotional Intelligence and how to have Difficult Conversations when implementing strategies.

CHANGE MANAGEMENT

EMOTIONAL INTELLIGENCE

DIFFICULT CONVERSATIONS

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