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It is more blessed to give than to receive.
ACTS 20:35
The best and most beautiful things in the world cannot be seen or even touched. They must be felt with the heart.
HELEN KELLER
To keep a lamp burning, we have to keep putting oil in it.
MOTHER TERESA
Think of giving not only as a duty but as a privilege.
JOHN D. ROCKEFELLER
No one is useless in this world who lightens the
burdens of another.
CHARLES DICKENS
Do what you can, with what you have, where you are.
THEODORE ROOSEVELT
Leadership Development
Secure and retain employment
Earn higherwages
Obtain betterquality jobs
Gain betteraccess to state and federal benefits
Gain betteraccess to state and federal tax credits
Performance Continuum
Random Activity
Coordinated Activity
Aligned Activity
Integrated Activity
Sound?Easy
Is it?Simple
If you don’ t know where you
, are going any road will get you
.there
Louis Carroll (1832 – 1898)
, We neverhave time to plan but we always have time
to do it over
There is no silverbullet
Organizational Development
Program Development
Collaboration &Community Engagement
Leadership Development
Evaluation &Effectiveness
Increase sustainability and effectiveness
Enhance ability to provide social services
Create collaborations to better serve those in need
Managers Leaders Concerned with
maste ring routines Concerned with vis ion
and judgment
Adopt impersona l or pass ive a ttitudes toward
goa ls
Active and vis ionary about the future
Exce l in problem and work des ign
Seek out opportunities and take risks
Work with people in care fully controlled ways
Pass iona te about the ir work and like ly to cause
turbulence See themse lves as conserva tors or regula tors
See themse lves as agents of change
Denhardt, Denhardt and Aristiguerta (2002)
NoChangeNoChange
Sol LewittApril 2005Acrylic paint
, Without some level of change there will be no change in results
What Motivates?You
What Motivates?You
What’ ?s Going Right
?What Makes it Right
How can we apply our ?strengths elsewhere
Operations
Planning
Collaboration
Leadership
Organizational Stages
Structure
GrowthIssues
Rewards
ControlSys tem
Leadership
Focus
/Line Sta ff
Cris is of Red Tape
Sabba tica l
Stra tegicThinking
Watchdog & Stra tegic P lanning
Consolida tion &Coordina tion
Consolida tion
4Stage
Informa l
Cris is ofLeadership
Miss ion &Meaning
Results
Individua lis tic
Cause
Crea tivity
1Stage
Centra lized & Functiona l
Divis ions
Cris is of Authority
Sala ry &BenefitIncreases
Performance Standards &
Procedures
Organiza tion &Direction
Efficiency ofOpera tions
Organiza tion
2Stage
Decentra lized
Cris is of Control
, , Titles Promotions Loca l Autonomy
- Bottom upReporting
Delega tion &Planning
Expans ion ofServices
Delega tion
3Stage
Larry Greiner, "Evolution and Revolution as Organizations Grow," Harvard Business Review, July Aug 1972
An Overall Planning Process Assess the
Situation
SetDirection
Follow Up
Evaluate
Take Action
Know where you are and understand the situation
Know where you want to be and figure out how to get there
Do the work, check how well you are doing and be prepared to adjust when things change
Review final performance, learn from the experience, and make things better for next time
• Value• Importance• Priorities
Sol LewittApril 2005Acrylic paint
1. ? Which results will Ihold myself accountable for
2. ? How will Iachieve them
3. , ? What will the results really cost and how can I fund them
4. ? How do Ibuild the plan Ineed to deliver those results
Start by rigorously addressing :a few interdependent questions
“ , Start where you are , use what you have .do what you can ”Theodore Roosevelt
Unleashing Performance, Inc.™
Helping people close the gap between performance and potential™
Todd W. Ruopp, Co-Founder
407-401-3938
www.unleashingperformance.com
© 2009, UNLEASHING PERFORMANCE, INC., ALL RIGHTS RESERVED
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