At Vantage Point, we have spent a decade learning how to build an abundant organization.
It didn’t take long for us to realize that before an organization could get to abundant it had to get to strong. Over the years, many experts have studied effective not-for-profit organizations and outlined good practices in leadership, governance, planning and talent engagement. We agree with many of their ideas, and have worked with many not-for-profit leaders to institute good practices in their organizations.
Once an organization is strong – once it is mission-based and operating effectively – it can then go to the next level. It can begin to look at becoming an abundant organization that exhibits a people lens culture.
In our new book, we have outlined 23 points of difference between a strong and an abundant organization. The first four are listed below.
The Abundant Not-for-Profit will be released in early February. To receive a sneak peek copy of the chart that outlines those 23 points of difference, email firstname.lastname@example.org with Abundant Chart in the subject line. You’ll also be added to our book interest list, and receive exclusive content and discounts.
Moving from “strong” to “abundant”
A Strong Organization Begins Here...
An Abundant Not-for-Profit ALSO....
Board members understand and strive for great governance.
Has board members who wear 2 separate hats: a governance hat and an operational hat (where they are usually accountable to a salaried employee). Individual position descriptions and letters of agreement are in place for each governance and operational role.
Board approves an annual budget.
Has a board that understands the significance of, and approves a people plan along with the strategic plan and budget each year. The board considers a people plan before a financial plan.
Executive director focuses on aligning all board members and salaried employees to the organization's mission.
Has an executive director who focuses on aligning all board members, salaried employees and knowledge philanthropists to the organization’s mission.
Executive director works with a strong leadership team.
Has an executive director who works closely with that strong leadership team. Weekly one-on-one conversations include discussions of performance, development and also the inclusion of knowledge philanthropists in mission delivery.
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