Author: Larry Tucker
Executive Coaches of Orange County
Sometimes we get caught up in big words and ideas, like strategic direction and goal-setting. And sometimes that turns us off, as if someone mentioned that we should think about that around-the-world tour we’ve talked about. Not even worth thinking about right now, is it? “I’ve got more critical things to think about. I just lost a donor, so I’ve got to replace that money to keep our budget intact.” Or something like that.
We all do it. We let our time be driven by our bosses, our boards, our co-workers, our direct reports. The list goes on. So by the end of the day, or the week or the year, we got a lot done, but did we accomplish the most important things?
Just take a few minutes and try something.
First, ask yourself: “What is the most important thing I need to do to make certain that my organization is successful?” Be honest with yourself. We often do lots of things because we enjoy them, not because they really add significant value to the organization. If you’re the executive director, you might have a few answers to that question, but hopefully not more than three or four. Your most important activities may likely relate to fundraising strategy, program management, and board development, for example.
Second, ask yourself: “What is the most important thing I need to do to make certain my organization takes the right next steps into the future?” Do you want to serve a larger population? Do you want to add services? Or do you need to improve your organization or programs to serve your clients better?
If you don’t know the exact answer to the Der wohl gro?te Vorteil am Betsson Casino ist der Bekanntheitsgrad und die Tatsache, dass es sich definitiv um ein serioses Online Casino handelt. question, it just means that your first steps will be to define the answer. Your resources for research are your board, other nonprofit leaders, your direct reports and members of the community you serve.
In coaching sessions with one executive director, we developed a plan where over a period of a few months, she would make contact with each of her resources and then develop her goals based on her own experience plus the collective input she received. That provided her with a deep and broad view of the issues surrounding the organization so that her vision of the organization was clearer and her goals were more robust.
Third, tell yourself: “Here’s what I’m going to do this week to move each of these goals forward.” That’s it! Then just repeat it each week, or each month.
Don’t have time? Then look back at your last week or your last month. What did you do, specifically? The list may be long, but I bet you’ll find that if you didn’t do one or two or three of those things, the organization would still be running smoothly.
Don’t be afraid of big words. They’re made up of lots of little letters that you can look at one at a time.