Archive for April, 2010

Peanut Butter and Jelly!

April 16, 2010

As the Member Services Manager for a trade organization, I am fortunate to enjoy an excellent working relationship with my Executive Director. As we enter our fifth year of working together, we have had a very fruitful, and successful, professional journey.

Although we have very different dispositions, I believe we function very well as a team. We are like peanut butter and jelly: different tastes and characteristics, but put us together, and we seem to complement one another. Like the jelly, she is sweet (I’m more acidic). Like the peanut butter, I can get a little nutty (she is much more calm). She likes to correspond via email, I prefer the telephone. She is an introvert, I am an extrovert.

But somehow, it works! Despite our very different personalities, we have a mutual respect for each other and, more importantly, we both possess a drive and a desire to do our very best to ensure optimum service and results for our client.

To quote Dr. Steven Covey, author of the best-selling book The Seven Habits of Highly Effective People, “ Effective leadership is putting first things first. Effective management is discipline, carrying it out.” I believe that we have used that approach to build a very effective team. Our client has also benefited from our ability, and willingness, to work well together and produce results.

Now I don’t write this to blow my own horn (or hers, per procurationem). It is simply my opinion that a good professional partnership can achieve unlimited goals. When people share a similar work ethic, trust each other to get things done (and done right), work cohesively and appreciate each other for their strengths, as well as provide help where there is room to improve, the result is always going to be favourable.

So, hopefully you’ve found your peanut butter or jelly in the workplace. I hope so; it makes for a much happier, easier and productive professional life! It’s an awesome combination!

You Can’t Schedule Strategy

April 5, 2010

calendar imageThere was a post not too long ago on the ASAE Executive Management listserve that asked about the ideal schedule for doing strategic planning. The bigger issues, the author suggested, like revisiting mission and vision, should only happen every five years or so, and then smaller things could be tackled on a more frequent basis. One of the issues requiring this schedule was the fact that the volunteer leaders were very busy and could only devote so much time to this work. My comment was brief:

Strategic opportunities and crises are both blissfully unaware of our calendars and how busy our elected leaders are.

You need to change your mission at the precise time you need to change your mission.

The question isn’t how often you talk about it. The questions is how would you even know that your mission is no longer cutting it?

There are parts of a strategy process that can be scheduled, but understanding the core value you deliver to members, customers, or clients has to be continuous, because it is constantly evolving. And it’s not just understanding the value you delivered yesterday, it’s also figuring out what the value will be tomorrow. The fact that this work must happen all the time is precisely why you can NOT limit it only to the elected leaders or the top of the org chart. Big decisions can be centralized, but deepening our understanding of strategic value must happen everywhere, or we’ll end up missing opportunities.

We should change our organizational habits in ways that more information to flow to all parts of our system about what is valuable, what is working, and why. We can still make strategic choices and implement programs based on a plan, but questions of strategic value need to be addressed as we choose, do, and, learn, rather than at the beginning or end of an x-year cycle.


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