Lessons Learned Key Success Factors in Leadership Capacity Building

  • Develop a management philosophy that articulates the culture you want to develop, share the philosophy with staff and hold managers accountable for demonstrating management philosophy through daily interactions with staff.

  • Incorporate leadership development into your strategic plan.  This may also include opportunities for the E.D. to develop her/his core competencies and leadership skills.

  • Recognize what it takes to be an effective leader in your organization and community and develop those core strengths. In addition to expertise on the sector, good leaders are creative, inspiring, innovative and visionary. Seek out opportunities to improve upon your core competencies as part of your own leadership development plan.

  • Stay as flat an organization as you can: treat all staff as equal, allowing staff to share as equally as possible in the responsibilities of administration and decision-making.

  • Place a high value on open communication. Encourage staff to participate in Board meetings, strategic planning meetings, annual planning meetings, etc. to understand the whole picture and the role of each position in the functioning of the organization.

  • Recognize high performing staff who display leadership skills and encourage them to take on new roles with more responsibility, develop new skill sets and expand horizons.  Ensure that staff who take on these roles get the training, support, mentoring and regular feedback they need.

  • Enable each staff person to take on some responsibilities of other positions and to represent the organization when necessary.


Food For Thought

Research on financial vibrancy shows that in financially vibrant organizations the understanding of who “everyone” was got much bigger.  Financially vibrant organizations think about planning not just with themselves (i.e., the standard group of inside players), but with a host of other players.  In other words, they are able to think in very broad terms about who their stakeholders are. 

One of the things this means is: if you work with the same stakeholders all the time, you likely have access to the usual pots of resources. It is only when you discover how to find common ground with new partners – i.e., new stakeholders – that you are likely to uncover unusual (and new) sources of revenue.

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