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Can Social Profit Be Measured?
Presentation by David Grant
CNJG 2015 Conference For ¡New ¡Jersey’s ¡Social ¡Sector May 19, 2015
Can Social Profit Be Measured? Presentation by David Grant What - - PowerPoint PPT Presentation
Can Social Profit Be Measured? Presentation by David Grant What - - PowerPoint PPT Presentation
CNJG 2015 Conference For New Jerseys Social Sector May 19, 2015 Can Social Profit Be Measured? Presentation by David Grant What does it look like to measure what matters ? Principle The primary purpose of assessment is to
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Principle
The primary purpose
- f assessment is
to improve performance, not merely audit it.
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Planning Backwards
Concept
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What’s ¡the ¡ difference between
planning ahead
and
planning backwards ?
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Photo: Flickr Creative Commons User Didriks
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Leadership in Energy and Environmental Design
Example: The LEED Scale
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LEED Project Check List
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Tool: Rubric
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Example of a Successful Rubric:
GreenFaith (NJ)
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GreenFaith Assessment Rubric for Religious Institutions
Area of Institutional Life Out of the Garden In the Wilderness Building a New Ark Eden Restored 1. Worship & Spirituality 2. Religious Education 3. Fellowship & Social Life 4. Facility Management 5. Social Outreach 6. Financial Management 7. Influence on Members, Denomination, Community
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Example of a Successful Rubric:
Geraldine R. Dodge Foundation
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1 2 3
? ?
Your Rubric
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Is there a core performance in the work of our organization, one that would benefit from being described specifically so that people can get better at it?
What Rubrics Do We Need?
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Are there key words in our mission, goals, or strategies that inspire us to ask, “What ¡would ¡ ¡that ¡look ¡like ¡if ¡ we succeeded?”
What Rubrics Do We Need?
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Is there something that matters a lot to us that resists quantification and measurement?
What Rubrics Do We Need?
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Are there people in our organization who need feedback on something important?
What Rubrics Do We Need?
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Is there something we need to talk about, and should talk about, that we haven’t ¡found a way yet to talk about?
What Rubrics Do We Need?
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Is there an essential question to our work, one where we need a vehicle for ongoing discussion?
What Rubrics Do We Need?
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Is there a job description in our
- rganization that would benefit from
being examined from the multiple perspectives of people who are affected ¡by ¡that ¡person’s ¡performance?
What Rubrics Do We Need?
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Minimal OK Maximum Board of Trustees Other Volunteers Artistic staff Administrative staff Part-time staff Consultants Donors
Contributions and Commitments
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Less effective Effective Most effective Who Board Members ARE What TRAITS they have What Board members DO
Effective Boards
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Low Middle High
At meetings Between meetings In community In relation to ED
What do Trustees DO?
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1 2 3
? ?
Your Rubric
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Observation
The later an organization made performance measurement part of its culture, the more disruptive the process was.
From EMC White Paper
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From Michael Fullan The Six Secrets of Change
- … ¡What ¡the ¡Best ¡
Leaders Do to Help Their Organizations Survive and Thrive
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Love Your Employees
Fullan: Secret #1
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Connect Peers with Purpose
Fullan: Secret #2
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Capacity Building Prevails
Fullan: Secret #3
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Learning is the Work
Fullan: Secret #4
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Transparency Rules
Fullan: Secret #5
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Systems Learn
Fullan: Secret #6
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The Covey Matrix
urgent not urgent important
I II
not important
III IV
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Golden Circles Board/Staff Drive
From xxxx
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Golden Circles
From Simon Sinek
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Golden Circles Board/Staff Drive Design Thinking
From Tim Brown, Change by Design
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Golden Circles Board/Staff Drive Design Thinking
From Tim Brown, Change by Design
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Golden Circles Board/Staff Drive Design Thinking Divergence/Convergence
make choices create choices diverge converge
From Tim Brown, Change by Design
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Golden Circles Board/Staff Drive Design Thinking Divergence/Convergence
make choices create choices diverge converge
From Sam Kaner, The Facilitator’s ¡Guide ¡to ¡ Participatory Decision- Making
divergent zone convergent zone closure zone business as usual
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What
gets in the way
- f this work?
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The Covey Matrix
urgent not urgent important
I II
not important
III IV
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Beckhard’s Change Model Vision < Resistance ? > Resistance Vision x First Steps x Dissatisfaction with Status Quo > D x V x F > R
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Effective Assessment:
Sharpens VISION Increases DISSATISFACTION Reduces RESISTANCE IS a FIRST STEP D x V x F > R
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Adding to the Change Model
D x V x F > R Plus LEADERSHIP D x V x F x L > R
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Susan Stevens; Tim Brown; Steven Covey; Simon Sinek; Sam Kaner. David Grant dgrant050@gmail.com 802-765-4775