Strategy and stakeholder engagement
Executive Director’s note from Issue 2, November 2012.
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Sharing insights from SVA’s work and across the social sector to prompt learning and discussion about effective practice.
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The first 100 days of a CEO’s tenure
Have you ever wondered about the best way to navigate those initial critical days in the top job? Six non-profit CEOs talk about how to make the best impact and impression.
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If focus is so good for non-profits, why do so few do it
Is your organisation focused? And if not, what’s getting in the way? Discover the three common obstacles to focus – and how to overcome them.
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Avoiding strategy ping pong: the board’s role in strategy development
Avoid strategy development feeling like a game of table tennis between board and management by getting clear on roles upfront and know when and how they might need to change.
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Seeing eye to eye with stakeholders
Find out how CERA involved key partners and stakeholders in developing its strategy resulting in stronger relationships, clarity on roles and a better plan.
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Shared planning: letting staff determine your direction
Having no fixed idea on the future direction of Alzheimer’s Australia NSW (now Dementia Australia), the CEO engaged stakeholders to develop a strategy that reflected their combined views.
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To consult or to insult?
Are you consulting with staff for the right reasons and in the best way? Find out why, and at which stages, it is important to consult as you develop your strategic plan.
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