| THE CHALLENGE | THE RESPONSE | THE OUTCOME |
|
The new incoming executive director had served as dean of a department at a major university but had never managed an entire organization. Furthermore, he had inherited an extremely difficult situation. The organization was essentially bankrupt. He was forced to take on a poorly functioning team at a time when membership was declining rapidly. Also, there was widespread public mistrust based on the perception of poor use of funds. These were in addition to other, smaller problems, both internal and external. To top it all off, the non-profit had no real vision; only a mandate from the Board of Directors to ensure the survival of the organization. |
Orion was invited to meet with the executive director to discuss the problems and issues facing the organization. Once a commitment was made to proceed, we held intensive discussions with the director and those who reported directly to him in order to assess the potential of the team and its strengths and weaknesses. We also assisted in making some difficult choices as to who was best qualified to help drive the organization toward a better future. Because the Board of Directors was essentially dysfunctional and required considerable support, Orion also acted as liaison between the Board and the executive staff. A plan was developed along with a cross-functional team building process, carried out over several months. This helped to clarify roles, expectations, and vision for the entire organization. In addition to this effort, the process was moved down to mid-level management and finally to non-managerial support staff to help empower and align them with the organization's clearly articulated vision. | The senior management team now in place is a highly cohesive, tightly-knit group with clearly defined roles. The relationship between staff and the Board has been streamlined, with a new model for joint planning and work activity applied to every project. The organization is in the black for the second consecutive year, and there is a resurgence of growth in membership and publications. A new spirit of collaboration and team-work is evident at both the mid-management and non-management levels, allowing the organization to maintain its essential size while increasing revenues by approximately 300%. Although stress is high, energy and enthusiasm are at peak levels and individuals express appreciation at being part of a winning team. |
|
Copyright © 2007, Orion International, LLC |