Managers are promoted for competence and then judged on non-profit strategic management, which nobody trained them for. When this strand of organisational leadership is unclear, people default to protecting their own function. The course gives participants a defensible structure for this part of organisational leadership and the judgement to adapt it. Field experience suggests that the barrier to better non-profit strategic management is rarely technical. The level assumes working familiarity with the management team but no prior formal training in this strand of organisational leadership. Plans for the organisational leadership capability often fail at the handover point between functions. They gain the ability to sequence improvements to non-profit strategic management in an order their organisation can absorb. Every module pairs a short input on this part of organisational leadership with structured practice on the participant's own material. Participants leave with a plan for the organisational leadership capability sized to what their organisation can realistically absorb.
Expected Learning Outcomes
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Estimate what non-profit strategic management costs to run properly, and what is lost when it is not.
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Agree the first three actions on non-profit strategic management that will be taken on returning to work.
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Hold difficult conversations about non-profit strategic management early, while they are still small.
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Set direction on non-profit strategic management that people can act on without further interpretation.
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Build coalitions across functions to make non-profit strategic management stick.
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Review contracts and agreements for the obligations they create around non-profit strategic management.
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Make decisions on non-profit strategic management at the right speed for the risk involved.
Who Should Attend
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High-potential staff being prepared for wider responsibility for non-profit strategic management.
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Department heads and senior managers accountable for non-profit strategic management.
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Board members and non-executives overseeing non-profit strategic management.
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Human resources partners advising leaders on non-profit strategic management.
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Operations staff who encounter the consequences of non-profit strategic management directly.
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Those responsible for briefing external stakeholders on non-profit strategic management.
Course Modules
Open any module to see its sessions and topics.
01
Non-profit strategic management: deciding under pressure and incomplete information
2 sessions · 8 points
Session 1What your team concludes from how you handle non-profit strategic management
Check that records of non-profit strategic management answer the questions likely to be asked.
Set the decision rights on non-profit strategic management: who decides, who is consulted, who is told.
Identify your successor for non-profit strategic management and the gap they need to close.
Ask the team what they think is wrong with the plan for non-profit strategic management.
Session 2Closing out non-profit strategic management and capturing what was learned
Identify which function can quietly block non-profit strategic management and address it directly.
Arrange the handover of non-profit strategic management so capability survives staff changes.
Close out actions on non-profit strategic management rather than leaving them open indefinitely.
Review a past decision on non-profit strategic management and state honestly what you would change.
02
Non-profit strategic management: performance, standards and consistency
2 sessions · 8 points
Session 1Holding the line on non-profit strategic management when it costs you
Record the rationale for each significant choice made about non-profit strategic management.
Prepare the summary of non-profit strategic management that senior management will read.
Agree what will be standardised in non-profit strategic management and what will not.
Assess the workload non-profit strategic management adds and what you will remove to make room.
Session 2Building someone who can run non-profit strategic management without you
Anticipate the objections non-profit strategic management will raise and prepare the answers.
Define the trigger that would require non-profit strategic management to be redesigned.
Define acceptance criteria for non-profit strategic management in advance.
Set the review point at which non-profit strategic management will be reconsidered.
03
Non-profit strategic management: delegation, trust and accountability
2 sessions · 8 points
Session 1Building lasting competence in non-profit strategic management
Confirm that contractual obligations around non-profit strategic management are understood.
Write down the reasoning behind your position on non-profit strategic management.
