{"id":69,"date":"2018-09-13T18:47:29","date_gmt":"2018-09-13T18:47:29","guid":{"rendered":"https:\/\/books.twu.ca\/strategic-discoveries\/?post_type=chapter&p=69"},"modified":"2019-01-18T17:01:13","modified_gmt":"2019-01-18T17:01:13","slug":"personal-strategic-development-assessment-nonprofit-christian-ministry","status":"publish","type":"chapter","link":"https:\/\/books.twu.ca\/strategic-discoveries\/chapter\/personal-strategic-development-assessment-nonprofit-christian-ministry\/","title":{"rendered":"Personal Strategic Development Assessment – NonProfit Leadership"},"content":{"raw":"
\r\n\r\nStrategic leadership development is an indicator of a healthy nonprofit organization, and a strategy that funders are increasingly looking for in the organizations they support.\r\n

(Lubar Price, p. 1)<\/p>\r\n\r\n<\/div>\r\nWith 7 Personal Strategic Development Assessments these nonprofit leaders outline their strategic leadership journey from a place of uncertain skill in strategic leadership environments, to proficiency and vision regarding the development of their strategic leadership skills. The personal qualities expressed by these nonprofit leaders highlights the issues around moral efficacy, compassion and courage expressed personally and professionally by these leaders in their strategic leadership assessment and development from a nonprofit perspective. (Bryson, p. 360)\r\n\r\nThese unique leaders, represent nuances of their specific personal and professional cultures and needs. (Lubar Price, p. 1) Starting with their present strategic leadership capabilities, and personally assessing the strategic development of their life experience (personal and professional) and\u00a0 individual competencies, each assessment outlines general responses to the circumstances and stressors in their personal and professional experience.\r\n\r\nNonprofit organizations are often challenged to direct their search and development activities towards finding and creating leaders equipped to confront a host of current and emerging challenges. The future dictates an urgency for grooming leaders in the nonprofit sector. A search the sector needs and deserves. (Crawford, 2010)\r\n<\/span>\r\n\r\nEach nonprofit leader identifies their wants and needs for changing and strengthening responses to the circumstances and stressors they face as developing strategic leaders. Identifying personal and professional strengths and weaknesses toward skill development in life practice and professional development as strategic leaders, each one identifies areas needing attention while developing and strengthening strategic leadership practice and understanding the need to express themselves in every aspect of their present and future\u00a0leadership development. (Crawford, 2010)<\/span>\r\n\r\nThis assessment also explores mission, vision and values practice in strategic leadership. Understanding and developing personal\/professional mission, vision or values, is an invaluable exercise with ongoing leadership development and the collective effectiveness as progressive leaders discovering their potential as strategic leaders in their field. Key strategic drivers also help these leaders create significant impact for achieving their fullest leadership potential. Each leader needs to determine the areas they need to abandon and excel in for their future development and provide a firm foundation of refocusing present experiences toward future effective strategic leadership practice. Leaders who know the culture they want to develop from the mission, vision, values and the drivers they envision to align present\/future success, informs desired and future practice, while replacing uncertainty with confident strategic leadership practice.\r\n

Leaders must 'make a concerted effort to promote awareness and understanding of the organization\u2019s values, communicate about ethical decision-making, practice role model behavior, and reward values\/ethics-driven behavior.' (Crawford, 2010)<\/div>\r\nEach nonprofit leader concludes their assessment by identifying \u2018old economy\u2019 thinking and practices they use in present leadership practice and the outcome(s) experienced as a result. By including their plan for changing habits to 'new economy' thinking and practice they begin creating an effective personal\/professional strategy focusing on anticipated outcome(s) central to newly discovered practices and skills in their leadership. (Ungerer, Ungerer & Herholdt, pp. xiii-105)\r\n\r\nProvide personal assessment to help become a better strategic leaders allows leaders to see themselves clearly and determine where they are presently and how they can chart their future\u00a0 strategic leadership. Outlining present strategic strengths helps leaders discover how their strategic practice influences practical leadership responses and assists with becoming better strategic leaders overall. Every leader needs to develop their personal and professional strategic leadership abilities for future practice every chance they get.\r\n\r\nSome of the insights into this process include:\r\n\r\nCapacity<\/strong>\r\n\r\n... my capacity to create business strategy would prove instrumental towards making informed choices about which drivers I constantly need to prioritize to continually position my organization for superior performance over time. - Ahmed<\/em>\r\n\r\nCollaboration<\/strong>\r\n\r\nI need to learn how to better develop strategies for collaboration as well as how to help others to achieve results through personal development. - Marquis<\/em>\r\n\r\nCore Values<\/strong>\r\n\r\nI believe any deviation away from core values is ultimately the downfall of any great leader. - Stewart<\/em>\r\n\r\nHigher Level Insight<\/strong>\r\n\r\nTo become a better strategic leader I must first take a step back to gather a glimpse of our organization from a higher level. - Gaye<\/em>\r\n\r\nStress<\/strong>\r\n\r\nHandling stressors in a leader\u2019s personal and professional life is key to being an effective leader. - Ccbeau<\/em>\r\n\r\nTo change or strengthen my responses to stress, both personally and professionally, I require structure, time to make complex decisions, the opportunity to consult with trusted friends; the opportunity to attend musical performances, a chance to perform creative thinking, and the opportunity to write. - Denguessi<\/em>\r\n\r\nAt a personal level, acquiring new skills, grace, social support, and physical exercise has been extremely useful for stress reduction. - Sierra<\/em>\r\n\r\nConclusion<\/strong>\r\n\r\nThe leaders outlined in this section committed to improving their service, understanding the changes needed as revealed in their personal assessment and desire to be better strategic leaders for themselves and their organizations. Each took the time to reflect, reassess and move forward toward their desired future.\r\n

References<\/strong><\/p>\r\nBryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement<\/em>. San Francisco: John Wiley & Sons.\r\n<\/span>\r\n\r\nCrawford, J. (May\/June 2010). Profiling the non-profit leader of tomorrow. Ivey Business Journal.<\/em> Retrieved from https:\/\/iveybusinessjournal.com\/publication\/profiling-the-non-profit-leader-of-tomorrow\/\r\n\r\nLubar Price, M. (2008). ETI: Strategic leadership development toolkit<\/em>. Milwaukee WI: Executive Transition Initiative. Retrieved from http:\/\/www.leadingtransitions.com\/pdfs\/ETIToolkit_4.pdf\r\n\r\nUngerer, M., Ungerer, G., & Herholdt, J. (2016). Navigating strategic possibilities: Strategy formulation and execution practices to flourish<\/em>.\r\n

\"\"<\/p>","rendered":"

\n

Strategic leadership development is an indicator of a healthy nonprofit organization, and a strategy that funders are increasingly looking for in the organizations they support.<\/p>\n

(Lubar Price, p. 1)<\/p>\n<\/div>\n

With 7 Personal Strategic Development Assessments these nonprofit leaders outline their strategic leadership journey from a place of uncertain skill in strategic leadership environments, to proficiency and vision regarding the development of their strategic leadership skills. The personal qualities expressed by these nonprofit leaders highlights the issues around moral efficacy, compassion and courage expressed personally and professionally by these leaders in their strategic leadership assessment and development from a nonprofit perspective. (Bryson, p. 360)<\/p>\n

These unique leaders, represent nuances of their specific personal and professional cultures and needs. (Lubar Price, p. 1) Starting with their present strategic leadership capabilities, and personally assessing the strategic development of their life experience (personal and professional) and\u00a0 individual competencies, each assessment outlines general responses to the circumstances and stressors in their personal and professional experience.<\/p>\n

Nonprofit organizations are often challenged to direct their search and development activities towards finding and creating leaders equipped to confront a host of current and emerging challenges. The future dictates an urgency for grooming leaders in the nonprofit sector. A search the sector needs and deserves. (Crawford, 2010)<\/p>\n

Each nonprofit leader identifies their wants and needs for changing and strengthening responses to the circumstances and stressors they face as developing strategic leaders. Identifying personal and professional strengths and weaknesses toward skill development in life practice and professional development as strategic leaders, each one identifies areas needing attention while developing and strengthening strategic leadership practice and understanding the need to express themselves in every aspect of their present and future\u00a0leadership development. (Crawford, 2010)<\/p>\n

This assessment also explores mission, vision and values practice in strategic leadership. Understanding and developing personal\/professional mission, vision or values, is an invaluable exercise with ongoing leadership development and the collective effectiveness as progressive leaders discovering their potential as strategic leaders in their field. Key strategic drivers also help these leaders create significant impact for achieving their fullest leadership potential. Each leader needs to determine the areas they need to abandon and excel in for their future development and provide a firm foundation of refocusing present experiences toward future effective strategic leadership practice. Leaders who know the culture they want to develop from the mission, vision, values and the drivers they envision to align present\/future success, informs desired and future practice, while replacing uncertainty with confident strategic leadership practice.<\/p>\n

Leaders must ‘make a concerted effort to promote awareness and understanding of the organization\u2019s values, communicate about ethical decision-making, practice role model behavior, and reward values\/ethics-driven behavior.’ (Crawford, 2010)<\/div>\n

Each nonprofit leader concludes their assessment by identifying \u2018old economy\u2019 thinking and practices they use in present leadership practice and the outcome(s) experienced as a result. By including their plan for changing habits to ‘new economy’ thinking and practice they begin creating an effective personal\/professional strategy focusing on anticipated outcome(s) central to newly discovered practices and skills in their leadership. (Ungerer, Ungerer & Herholdt, pp. xiii-105)<\/p>\n

Provide personal assessment to help become a better strategic leaders allows leaders to see themselves clearly and determine where they are presently and how they can chart their future\u00a0 strategic leadership. Outlining present strategic strengths helps leaders discover how their strategic practice influences practical leadership responses and assists with becoming better strategic leaders overall. Every leader needs to develop their personal and professional strategic leadership abilities for future practice every chance they get.<\/p>\n

Some of the insights into this process include:<\/p>\n

Capacity<\/strong><\/p>\n

… my capacity to create business strategy would prove instrumental towards making informed choices about which drivers I constantly need to prioritize to continually position my organization for superior performance over time. – Ahmed<\/em><\/p>\n

Collaboration<\/strong><\/p>\n

I need to learn how to better develop strategies for collaboration as well as how to help others to achieve results through personal development. – Marquis<\/em><\/p>\n

Core Values<\/strong><\/p>\n

I believe any deviation away from core values is ultimately the downfall of any great leader. – Stewart<\/em><\/p>\n

Higher Level Insight<\/strong><\/p>\n

To become a better strategic leader I must first take a step back to gather a glimpse of our organization from a higher level. – Gaye<\/em><\/p>\n

Stress<\/strong><\/p>\n

Handling stressors in a leader\u2019s personal and professional life is key to being an effective leader. – Ccbeau<\/em><\/p>\n

To change or strengthen my responses to stress, both personally and professionally, I require structure, time to make complex decisions, the opportunity to consult with trusted friends; the opportunity to attend musical performances, a chance to perform creative thinking, and the opportunity to write. – Denguessi<\/em><\/p>\n

At a personal level, acquiring new skills, grace, social support, and physical exercise has been extremely useful for stress reduction. – Sierra<\/em><\/p>\n

Conclusion<\/strong><\/p>\n

The leaders outlined in this section committed to improving their service, understanding the changes needed as revealed in their personal assessment and desire to be better strategic leaders for themselves and their organizations. Each took the time to reflect, reassess and move forward toward their desired future.<\/p>\n

References<\/strong><\/p>\n

Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement<\/em>. San Francisco: John Wiley & Sons.
\n<\/span><\/p>\n

Crawford, J. (May\/June 2010). Profiling the non-profit leader of tomorrow. Ivey Business Journal.<\/em> Retrieved from https:\/\/iveybusinessjournal.com\/publication\/profiling-the-non-profit-leader-of-tomorrow\/<\/p>\n

Lubar Price, M. (2008). ETI: Strategic leadership development toolkit<\/em>. Milwaukee WI: Executive Transition Initiative. Retrieved from http:\/\/www.leadingtransitions.com\/pdfs\/ETIToolkit_4.pdf<\/p>\n

Ungerer, M., Ungerer, G., & Herholdt, J. (2016). Navigating strategic possibilities: Strategy formulation and execution practices to flourish<\/em>.<\/p>\n

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