Environmental Sustainability as a Core Value PDF Print E-mail
Written by Richard Faulkner   
Thursday, 24 January 2013 10:09
AddThis Social Bookmark Button

As we move into year 2013 on planet Earth, many of us here in the Midwest U.S. are discussing climate change with greater intensity as last year’s record setting high temperatures (hottest year on record for average temperature) and widespread drought conditions persist with little winter precipitation to date. This has both climate and weather experts speaking about and educating us on the characteristics of “winter drought”.  In 2012 we witnessed the mayor of New York very publicly proclaim his belief in the impact of climate change on the Eastern seaboard of the United States. The cumulative effects and impacts of last year’s weather events may well be regarded by historians as the tipping point when the American conversation went from debating the existence of climate change to asking ourselves…how far into it are we?

Vision begins with THINK PDF Print E-mail
Written by Richard Faulkner   
Thursday, 30 August 2012 13:52
AddThis Social Bookmark Button

In March of this year a landmark national survey regarding successful practices in strategic planning for non-profit 501c3 organizations was conducted by the Association for Strategic Planning (ASP), with support from the University of Arkansas’ Department of Political Science. Over 1000 organizations of varying size responded and the initial findings reported at ASP’s national conference in May, 2012. The results were eye opening… View the survey.

Findings from the survey included these items of significance for the strategic planning process in nonprofits:

  • The driver for strategic planning in high success organizations is “Routine periodic process in our organization.”  Whereas in low success organizations, the driver for planning is “Driven by significant risks/challenges”
  • Successful organizations report having successful plan implementation practices; low success organizations report that they do not have successful implementation practices.
  • Highly successful organizations report that strategic planning has high impact on overall organizational success. Low success organizations do not report strategic planning as key to overall organizational success.
Strategic Leaders Manage Assumptions PDF Print E-mail
Written by Randall Rollinson   
Tuesday, 10 July 2012 11:14
AddThis Social Bookmark Button

In our last post we argued that strategic leadership is not the responsibility of a single individual or sub-set of individuals within an organization. Rather, strategic leadership is a shared responsibility of many from across the organization coming together to exercise their particular leadership responsibilities in a distributed, integrated and systematic fashion. This is a hallmark in an organization where strategic focus has reached maturity.

To accomplish this level of strategic maturity takes time, well-placed effort and transparent communication by all members of the strategic leadership team. Integral to this process is development of an effective strategy grounded in a realistic understanding of the market environment as it intersects the core capabilities of the organization. Very often leadership teams do not have all the facts to make these precise determinations. As a result, leaders and leadership teams make assumptions about present realities, based on past experience, without actual proof. This “fact gap” results in varying degrees of risk depending on the nature of the assumptions being made.

Developing Strategy Leaders PDF Print E-mail
Written by Dr. Earl Young & Randall Rollinson   
Tuesday, 10 July 2012 10:25
AddThis Social Bookmark Button

The size and complexity of modern organizations operating in turbulent, even chaotic, environments has put a premium on competent strategy leaders.  This is particularly true in midsize and larger organizations who must prepare the next generation of leaders well in advance to take the organization forward. Looking at this challenge from a longer term perspective it is clear that managerial excellence alone is no longer sufficient for sustainable success. Military schools long ago recognized rapidly changing events on the battlefield required leaders not managers. Remember the old adage: Would you rather be managed or led into battle?

Strategic Leadership with Stakeholders PDF Print E-mail
Written by Randall Rollinson   
Wednesday, 20 June 2012 17:10
AddThis Social Bookmark Button

A pivotal role of any strategic leader is providing effective leadership to a broad range of stakeholders who, in turn, are beholden to their own set of leaders and their own set of priorities.  Of all the roles and responsibilities strategic leaders must shoulder, no role is more challenging and critical to the success of an organization than this one.

Respecting this fundamental reality, a strategic leader must be pragmatic; have a keen understanding of this requirement; and be able to consistently influence non-competitive stakeholders to think through and act in accordance with the best interests of his organization and its strategy.


Page 1 of 3

Copyright © 2014 LBL Strategies. All Rights Reserved.