Leadership Coaching on Small Nonprofit Planning Part Two

Leadership Coaching on Small Nonprofit Planning Part Two contains four more review points.

These will help you as you examine your organization and position it for continued success. 

Don't rush. Take time to be thorough as you work through the many helpful insights for new improvement, and confirmations of what your organization has already done. 

21. All Plans Come Under Review and Are Updated Regularly


This is Practice 21 of 80

Review your plan regularly and annually keep extending the plan out another year. Make changes that are deemed appropriate and promptly modify the plan as needed.

Change dates and update any projections involved. Keep it current in order to serve you well.

  • Is this being done consistently?
  • How extensive is the process?
  • Who needs to be involved?
  • When changes are made to any plan, what other areas does it affect that may need updating?
  • Have you done that? 

Why This Practice is Important

If you annually extend your plan out one more year, you will be prompted to keep current in your response to what is going on.

The Key Concept, Attitude or Action That Drives This Practice


Always be thinking about doing a review and update so you have the best and most current planning possible.

An Expansive Thought

An updated ten-year plan is better than the remaining three years of a seven year old ten-year plan.

An Action Point

If you don't have one, rough out a 10-year plan (or some other length of time appropriate to your organization) covering goals, people and physical elements.

22. There is an Emphasis on Organizational Improvement


This is Practice 22 of 80

Organizational improvement can always take place. Perhaps you have reached optimum physical size. Or given your staffing situation you are not able to expand services. That happens.

Now work on quality and service improvement. You can always do 1% better on something. Find that something and do it.

Every organization is made up of many systems, which looked at independently, can always be improved.

  • Are you resting on past successes?
  • Is improvement a built-in attitude?
  • So, what’s next? What isn’t next? How do you know?

Why This Practice is Important

Improving what we do and how we do it doesn't keep us resting on past successes. 

The Key Concept, Attitude or Action That Drives This Practice


An attitude to improve provides enthusiasm for everyone in the organization.

An Expansive Thought

A one percent improvement each month for the next 10 months would make a 10% improvement in any area you choose. Small adds up.

An Action Point

Pick one system and make it 1% better this week or this month.

23. Senior Leaders Demonstrate a Practical, Visionary Leadership Approach


This is practice 23 of 80

We need practical visionaries. Find people like this for your organization. Visionary leadership with a can-do attitude moves people forward.

These people can see the blue-sky potential of something and they can provide or motivate the translation of that into a step-by-step plan to get you there.

Get some blue-sky thinkers who are practical. You then will have the powerful but wise combination of “think it up” and “make it happen.”

  • Who currently fills this role in your organization?
  • Name the three barriers to ministry success that need practical solutions. 
  • How can you engage these people on these three challenges?
  • What will they need by way of support and resources to engage this problem? 

Why This Practice is Important

Put practicality and foresight together and you have a powerful formula to accomplish things.

The Key Concept, Attitude or Action That Drives This Practice


A practical, ‘let's find a way to do this’ approach doesn't give up until improvement happens.

An Expansive Thought

Innovative ways of reaching and serving people are the results of 'think it up' and 'make it happen' leadership.

An Action Point

Identify those people on your team that are 'blue-sky' thinkers and those that are 'let's make this thing work' people. Get them working together.

24. Financial Reserves Are in Place to Handle Short-Term Emergencies


This is Practice 24 of 80

Financial reserves like other available resources provide a cushion. Plan for setbacks and special needs to occur. They will.

List various things that could come up and plan for dealing with them.

Do you need a financial reserve to draw from, a reserve of people to call upon or a reserve of action plans to deal with any conceivable emergency?

Reserves reduce stress and keep the organization professional.

  • Do you have adequate reserves of money to draw from in an emergency?
  • Do you have an adequate reserve of people to draw from in an emergency?
  • How could you actually go about developing such reserves?
  • What other reserves would it be good for you to have to draw from?
  • A lack of what, in the past, has held you back?

Why This Practice is Important

Putting aside funds for emergencies, setbacks and special needs may protect the organization from avoidable problems.

The Key Concept, Attitude or Action That Drives This Practice


Reserves allow you to handle the unexpected with less interruption.

An Expansive Thought

Having reserves means you have something to draw from - money, people, ideas - that are there when you need them.

An Action Point

In what areas do you have clear reserves to draw from and in what areas are there none? Develop a strategy to put reserves in place.

This is the end of Leadership Coaching on Small Nonprofit Planning Part Two.

To review Part One click here. 

How Will You Take Action on Leadership Coaching on Small Nonprofit Planning Part Two?

Leadership Coaching on Small Nonprofit Planning Part Two gave you four more points of review for your organization. How would you rate your performance? What needs your attention? The attention of the board? 

What will you do next? Action that flows from this review will contribute to your organization improving. And that means the service you deliver will stand to flourish even more.

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