A group of nonprofit leaders, the Leap of Reason Ambassadors Community, developed a North Star, called the Performance Imperative, to help guide the continuous growth and evolution of nonprofits. The Ambassadors started by defining “high-performance,” and then by identifying seven organizational pillars that can help nonprofits become high performing.
What I particularly like about the high-performing definition developed by the Ambassadors –
High performance is the ability to deliver—over a prolonged period of time—meaningful, measurable, and financially sustainable results for the people or causes the organization is in existence to serve
– is that the definition perfectly captures what nonprofit executive directors, staff, boards and volunteers are dedicated to doing. Almost without exception, the people I have met working in nonprofit organizations are striving to:
Provide meaningful, measurable, and financially sustainable results for their clients
Be the best they can be – they want their organizations to be high-performing, excellent, and successful.
|Scooped by Lou Salza|
Lou Salza's insight:
“The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark.” Michelangelo Buonarroti