This phase requires putting expectations into place. Expectations may be refinements of existing plans or they may be more formal outlines. Finally, the leader needs to share their leadership philosophy with their team: their servant purpose for leading, their expectations of others, and what others can expect of them. The leader needs to learn about their players – staff and volunteer roles, their passions and skills, and even their social styles. What are the details of the organization finances? Neutral, factual data help highlight the current operation’s strengths and opportunities. The leader needs to understand how the organization is structured today, what staff and volunteers believe the organization’s customers need, and how well those needs are being met. The leader must gather data, through written documents and interviews, regarding the organization’s current purpose, values, strategy, and goals. The first phase is one of observation. Resist the urge to “fix things” immediately. My proposed 90-day plan enables the leader to 1) learn the organization’s perception of it’s purpose and strategy, 2) clarify desired expectations for all players, and 3) align plans, decisions, and actions to best serve customers, stakeholders, and staff. She asked for my suggestions on how to “put her best foot forward” in her new job. A friend recently accepted a senior leadership position in an established organization.
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