CONSULTING SERVICES
Organizational Development
Change Management
Strategic Communications
Accountability and Impact
Agility
Strategic Pathways
Mission/Vision, Value Proposition, and Theory of Change
Scenario Planning
Board Development and Management
Innovation and Creativity
Constituency Building and Fundraising
Trends
Networks and Partnerships
Organizational Development
Change Management
Strategic Communications
Accountability and Impact
Agility
Strategic Pathways
Mission/Vision, Value Proposition, and Theory of Change
Scenario Planning
Board Development and Management
Innovation and Creativity
Constituency Building and Fundraising
Trends
Networks and Partnerships
Management Tune-Ups
Short workshops to sharpen organizational direction and presentation
Short workshops to sharpen organizational direction and presentation
ORGANIZATIONAL BASICS
1. Mission/Vision. If you can't say it in eight words, it isn't right. Make your mission and vision clear and memorable.
2. Value Proposition. Why your organization? Why now? How are your distinctive in context of your competitors
3. Theory of Change. A Theory of Change is a simple set of assumptions about what will drive the change you seek. Make it easy to describe your theory of change.
4. The Five Questions (Peter Drucker). How does your organization stack up against Drucker's five essential questions for any non-profit organization?
LEADERSHIP AND MANAGEMENT
5. Creating a Strategic and Sustainable Framework. Most organizations will benefit from creating a strategic framework rather than a strategic plan. This must address the perplexing topic of sustainability.
6. The Board of Directors Audit. Board/Executive Director dynamics? Are the Board’s priorities and time aligned well to your needs? Are they active in resource development? Too involved/not involved enough? The challenges of building a high-performing Board are many.
7. Build a Kitchen Cabinet. It’s lonely at the top. Tips on creating a “Kitchen Cabinet” of trusted colleagues outside your organization that can advise and support you throughout the year.
8. New Executive Directors. You’re the top person, and there are way too many things to do. How do you prioritize? Share the responsibility? Manage your time well? Keep focused on the big picture?
9. Planning and Facilitating Important Meetings. You need to get the meeting right. Investing time into the design of the meeting is critical to obtaining desired results.
10. Breaking down Evaluation. Alternatives to Scale and Impact. Right-size your evaluation efforts.
11. Future Watch You need to know what is going on out there in your arena--what is around the corner. How do you cultivate this skill and become a Nimble Manager?
CONSTITUENCY DEVELOPMENT
12. Hearts and MindsIt is all about getting current and prospective stakeholders to believe in the possibility of change. Hope and a strong relationship can produce long-term commitment and support.
13. Your Communications Toolkit. What do you need in your "Toolkit" to be ready for any kind of meeting or interaction?
14. Being Sticky. You need your communications to "stick." How do you do this?
15. Prospecting for Donors. t's a competitive world. Find and cultivate the prospects that can become major supporters.
16. Making the Ask. Few people like doing this, but it doesn't have to be hard. Step by step guide to asking for support.
HOW IT WORKS:
1. Mission/Vision. If you can't say it in eight words, it isn't right. Make your mission and vision clear and memorable.
2. Value Proposition. Why your organization? Why now? How are your distinctive in context of your competitors
3. Theory of Change. A Theory of Change is a simple set of assumptions about what will drive the change you seek. Make it easy to describe your theory of change.
4. The Five Questions (Peter Drucker). How does your organization stack up against Drucker's five essential questions for any non-profit organization?
LEADERSHIP AND MANAGEMENT
5. Creating a Strategic and Sustainable Framework. Most organizations will benefit from creating a strategic framework rather than a strategic plan. This must address the perplexing topic of sustainability.
6. The Board of Directors Audit. Board/Executive Director dynamics? Are the Board’s priorities and time aligned well to your needs? Are they active in resource development? Too involved/not involved enough? The challenges of building a high-performing Board are many.
7. Build a Kitchen Cabinet. It’s lonely at the top. Tips on creating a “Kitchen Cabinet” of trusted colleagues outside your organization that can advise and support you throughout the year.
8. New Executive Directors. You’re the top person, and there are way too many things to do. How do you prioritize? Share the responsibility? Manage your time well? Keep focused on the big picture?
9. Planning and Facilitating Important Meetings. You need to get the meeting right. Investing time into the design of the meeting is critical to obtaining desired results.
10. Breaking down Evaluation. Alternatives to Scale and Impact. Right-size your evaluation efforts.
11. Future Watch You need to know what is going on out there in your arena--what is around the corner. How do you cultivate this skill and become a Nimble Manager?
CONSTITUENCY DEVELOPMENT
12. Hearts and MindsIt is all about getting current and prospective stakeholders to believe in the possibility of change. Hope and a strong relationship can produce long-term commitment and support.
13. Your Communications Toolkit. What do you need in your "Toolkit" to be ready for any kind of meeting or interaction?
14. Being Sticky. You need your communications to "stick." How do you do this?
15. Prospecting for Donors. t's a competitive world. Find and cultivate the prospects that can become major supporters.
16. Making the Ask. Few people like doing this, but it doesn't have to be hard. Step by step guide to asking for support.
HOW IT WORKS:
- You select one or more tune-up topics, and provide background information on your organization’s needs on the topic.
- I develop and deliver a workshop (two-hour, half-day, or full-day) to you and selected colleagues.
- You receive a “key-takeaways” summary of the workshop.
