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Good to Great for Human Services

Good to Great for Human Services. Presented by Casey Bader From Good to Great and the Social Sectors by Jim Collins. Agenda. Defining Greatness Leadership Get the Right People on the Bus The Hedgehog Concept Turning the Flywheel. Good to Great.

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Good to Great for Human Services

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  1. Good to Great for Human Services Presented by Casey Bader From Good to Great and the Social Sectors by Jim Collins

  2. Agenda • Defining Greatness • Leadership • Get the Right People on the Bus • The Hedgehog Concept • Turning the Flywheel

  3. Good to Great • Seminal book that defined greatness for…business • How does this apply to the social sector?

  4. Language of Greatness • Reject the notion that we can or should put the language of business on the social sectors • Instead embrace a language of greatness

  5. Defining Great (Without Business Metrics) • Defined by outputs • Don’t get tripped up by inputs • Money is an input • Not all outputs are going to be the same • Police department • Opera • Community health program

  6. Defining Outputs • Quantitative • Evaluated as a research scientist would evaluate data and evidence • Qualitative • Evaluated and compiled as a trial lawyerwould compile evidence

  7. Evaluating Outputs • Define your outputs -- your evidence • Apply a consistent, thoughtful and intelligent method of assessing output results

  8. Great Organization • One that delivers superior performance and makes a distinctive impact, relative to mission, over a long period of time • Michigan vs. Duke

  9. Level 5 Leadership • Level 5 Leaders are defined as being ambitious and passionate for • The mission • The cause • The work • The movement • Not for themselves

  10. Level 5 Leadership • Applicable in the business sector • Even more important in the social sector • Social sector power structures are commonly complex and diffuse • It takes a different style of leadership

  11. Executive vs. Legislative • Executive leaders can exercise power • Legislative leaders have the ability to get people to follow them even when they have the freedom not to • Volunteers • Underpaid • Diffuse organizational structures

  12. Get the Right People on the Bus

  13. Get the Right People on the Bus • Bring in great people; don’t settle for good • Find the self-motivated and self-disciplined • Create pockets of greatness • These will grow and naturally push out those who shouldn’t be on the bus

  14. Getting the Right People • Salary is a consideration • You likely can’t offer as much as private business • Not about monetary incentives • Incentives must be higher and deeper • Self-motivated and self-disciplined for the mission

  15. Teach for America • Started by Wendy Kopp in 1988 with $26,000 in seed capital from Mobil Corporation with a dream to have well-trained graduates spend 2 years teaching low-income kids in the public education system

  16. Teach for America • By 2005 had $40 million in annual support and processed more than 97,000 applicants to teach • 14,100 applicants had been selected

  17. 3 Essential Points to Getting the Right People • More selective equates to more attractive • A craving for meaning in our lives and work is a powerful motivator and inspires passion and commitment • #1 resource for a social sector organization is having enough of the right people willing to commit to the mission

  18. Relationship Between the Right People and Funding • Having enough committed people can attract funding • Money alone can’t attract the right people • Money is a commodity -- talent is not

  19. Hedgehog Concept • Determine what you do best -- what you can do better than anyone else • Exercise the discipline to say no to opportunities that fail your hedgehog test

  20. Hedgehog Concept

  21. Hedgehog Concept for Human Services

  22. Fundamental Difference Between Business and Social Sectors • Shift from • How much money do we make? • To • How can we create a sustainable resource engine?

  23. Resource Engine • Time – the people you get on the bus • Money – how you obtain and sustain funding • Brand – turning the flywheel

  24. Turning the Flywheel • Building self-sustaining momentum by focusing on the hedgehog concept • Building the brand

  25. Brands in the Social Sector?

  26. Brands in the Social Sector?

  27. Brands in the Social Sector?

  28. Brands in the Social Sector?

  29. Brands in the Social Sector?

  30. Cycle of Success

  31. Discipline • Don’t settle for good • Find your hedgehog • Relentless focus on the hedgehog • Success breeds success

  32. Greatness is not a function of circumstance. Greatness, as it turns out, is largely a matter of conscious choice, and discipline. - Jim Collins It is quite simple, but that doesn’t mean it is easy. - Terje Vangbo

  33. Discussion

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