It is more blessed to give than to receive.

ACTS 20:35

The best and most beautiful things in the world cannot be seen or even touched. They must be felt with the heart.

HELEN KELLER

To keep a lamp burning, we have to keep putting oil in it.

MOTHER TERESA

Think of giving not only as a duty but as a privilege.

JOHN D. ROCKEFELLER

No one is useless in this world who lightens the

burdens of another.

CHARLES DICKENS

Do what you can, with what you have, where you are.

THEODORE ROOSEVELT

Leadership Development

Secure and retain employment

Earn higherwages

Obtain betterquality jobs

Gain betteraccess to state and federal benefits

Gain betteraccess to state and federal tax credits

Performance Continuum

Random Activity

Coordinated Activity

Aligned Activity

Integrated Activity

Sound?Easy

Is it?Simple

If you don’ t know where you

, are going any road will get you

.there

Louis Carroll (1832 – 1898)

, We neverhave time to plan but we always have time

to do it over

There is no silverbullet

Organizational Development

Program Development

Collaboration &Community Engagement

Leadership Development

Evaluation &Effectiveness

Increase sustainability and effectiveness

Enhance ability to provide social services

Create collaborations to better serve those in need

Managers Leaders Concerned with

maste ring routines Concerned with vis ion

and judgment

Adopt impersona l or pass ive a ttitudes toward

goa ls

Active and vis ionary about the future

Exce l in problem and work des ign

Seek out opportunities and take risks

Work with people in care fully controlled ways

Pass iona te about the ir work and like ly to cause

turbulence See themse lves as conserva tors or regula tors

See themse lves as agents of change

Denhardt, Denhardt and Aristiguerta (2002)

NoChangeNoChange

Sol LewittApril 2005Acrylic paint

, Without some level of change there will be no change in results

What Motivates?You

What Motivates?You

What’ ?s Going Right

?What Makes it Right

How can we apply our ?strengths elsewhere

Operations

Planning

Collaboration

Leadership

Organizational Stages

Structure

GrowthIssues

Rewards

ControlSys tem

Leadership

Focus

/Line Sta ff

Cris is of Red Tape

Sabba tica l

Stra tegicThinking

Watchdog & Stra tegic P lanning

Consolida tion &Coordina tion

Consolida tion

4Stage

Informa l

Cris is ofLeadership

Miss ion &Meaning

Results

Individua lis tic

Cause

Crea tivity

1Stage

Centra lized & Functiona l

Divis ions

Cris is of Authority

Sala ry &BenefitIncreases

Performance Standards &

Procedures

Organiza tion &Direction

Efficiency ofOpera tions

Organiza tion

2Stage

Decentra lized

Cris is of Control

, , Titles Promotions Loca l Autonomy

- Bottom upReporting

Delega tion &Planning

Expans ion ofServices

Delega tion

3Stage

Larry Greiner, "Evolution and Revolution as Organizations Grow," Harvard Business Review, July Aug 1972

An Overall Planning Process Assess the

Situation

SetDirection

Follow Up

Evaluate

Take Action

Know where you are and understand the situation

Know where you want to be and figure out how to get there

Do the work, check how well you are doing and be prepared to adjust when things change

Review final performance, learn from the experience, and make things better for next time

• Value• Importance• Priorities

Sol LewittApril 2005Acrylic paint

1. ? Which results will Ihold myself accountable for

2. ? How will Iachieve them

3. , ? What will the results really cost and how can I fund them

4. ? How do Ibuild the plan Ineed to deliver those results

Start by rigorously addressing :a few interdependent questions

“ , Start where you are , use what you have .do what you can ”Theodore Roosevelt

Unleashing Performance, Inc.™

Helping people close the gap between performance and potential™

Todd W. Ruopp, Co-Founder

407-401-3938

todd@unleashingperformance.com

www.unleashingperformance.com

© 2009, UNLEASHING PERFORMANCE, INC., ALL RIGHTS RESERVED