Project Description:
Consultation with senior managers of a new, fast-growing nonprofit during a challenging period. Objectives included developing a competent and cohesive leadership team; creating alignment between mission, values and practices; and making key operational decisions within the context of the mission and values.
Challenge:
Two companies newly merged, strong personalities needed to function as a team; lack of role clarity; idiosyncratic practices within each of four branches; systems needed review, refinement and standardization; organizational structure in flux; financial viability a concern.
Client Comments:
"Deborah rapidly established herself as a trustworthy and clear-thinking person. She ensured that discussions were productive, civil and concluded with decisions. Her work with us enabled us to address the tension between economic priorities, values and mission in an effective way. As a result, the managers functioned more as an organization, roles were clarified, the right people were placed in the right jobs, and we created a viable leadership succession plan."
Methods:
- Interviews with each team member to set context, establish aims for the consultation, and identify individual concerns;
- Five half-day meetings to address key operational issues-- structure, client selection, human resource development, training, leadership roles, financing, and evaluation-as related to core mission and values.
- Follow-up meetings with senior managers to refine roles and relationships, discuss succession planning, and future expansion.
Result:
Within two years, the organization became financially viable; more than 4000 hours of service provided per week; good reputation for integrity; plans for further expansion; leadership team roles continued to evolve.