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1.1 b. Communication and
Organizational
PERFORMANCE (Areas to Address)
1.1b (1)
HOW do SENIOR LEADERS communicate with, empower, and motivate all
EMPLOYEES throughout the organization? HOW do SENIOR LEADERS encourage
frank, two-way communication throughout the organization? HOW do SENIOR
LEADERS take an active role in EMPLOYEE reward and recognition to
reinforce high PERFORMANCE and a CUSTOMER and organizational focus?
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N5. For nonprofit organizations that rely
on volunteers to supplement the work of their employees,
responses to 1.1b(1) also should discuss your efforts to
communicate with, empower, and motivate the volunteer workforce. |
1.1b (2)
HOW do SENIOR LEADERS create a focus on action to accomplish the
organization’s objectives, improve PERFORMANCE, and attain your VISION?
HOW do SENIOR LEADERS include a focus on creating and balancing VALUE
for CUSTOMERS and other STAKEHOLDERS in their organizational PERFORMANCE
expectations?
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N3. A focus on action (1.1b[2]) considers
both the people and the hard assets of the organization. It
includes ongoing improvements in productivity that may be
achieved through eliminating waste or reducing cycle time, and
it might use techniques such as Six Sigma and Lean Production.
It also includes the actions to accomplish the organization’s
strategic objectives. |
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Comments
- Senior leadership’s central role in setting values and
directions, communicating, creating and balancing value for
all stakeholders, and creating an organizational bias for
action are the focus of this Item. Success requires a strong
orientation to the future and a commitment to improvement,
innovation, and organizational sustainability. Increasingly,
this requires creating an environment for empowerment,
agility, and learning.
- In highly respected organizations, senior leaders are
committed to the development of the organization’s future
leaders and to the reward and recognition of employee
performance. Senior leaders personally participate in the
development of future leaders, in succession planning, and
in employee recognition opportunities and events.
Development activities for future leaders might include
personal mentoring or participation in leadership
development courses.
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