Byron's Babbles

Converting Missions To Results

Posted in Education, Education Reform, Educational Leadership, Leadership, Strategic Planning by Dr. Byron L. Ernest on August 31, 2015

salvationarmylogoIf effectively managed, social sector organizations are powerful vehicles for meeting human needs and for alleviating human suffering. They could also fulfill the needs of their volunteers for individual achievement and citizenship within a community. Sometimes we forget about the individual needs of the volunteers. This is why it is so important to have a clear mission and vision of the organization. Because these volunteers are desiring to achieve and bring good to the organization it is very important that nonprofits define performance measures congruent with the results and with their mission.

This week’s entry in A Year With Peter Drucker (Maciariello, 2014) deals with the fact that Peter Drucker believed the Salvation Army to be the most effective organization for meeting human needs and for developing its volunteers.

“The Salvation Army is by far the most effective organization in the U.S. No one even comes close to it in respect to clarity of mission, ability to innovate, measurable results, dedication and putting money to  maximum use…. They know how to work with the poorest of the poor and the meanest of the mean.” ~ Peter Drucker

The management process for The Salvation Army has strong alignment. The mission is converted to results for each program. Results are in turn supported by appropriate performance measures. Programs are evaluated periodically and resources are allocated to those most deserving, on the basis of performance and need.year-with-peter-drucker Programs that no longer serve their original intent are abandoned (Maciariello, 2014). We could all improve the organizations we lead by taking these pages out of the The Salvation Army’s play book. For me the big takeaway was the need to convert my organization’s mission statement and the mission of the stakeholders to a definition of results for our organization and for each programmatic activity we are undertaking. Then develop appropriate performance measures for each of our direct result areas. Then the essential question becomes: How close are these new measures to existing result areas and performance measures? What changes, if any, should be made?

Reference

Maciariello, J. A. (2014). A year with Peter Drucker: 52 weeks of coaching for leadership effectiveness. New York, NY: HarperCollins Publishers.

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