Value-Able Leadership provides current and emerging leaders with a methodology for visualizing, articulating, and actualizing successful strategic plans within for-profits, NGOs, affinity groups, and some governmental organizations.
This is accomplished through a flexible framework of exercises and concepts that focus leaders on aligning the organization's goals with those of their stakeholders in order to promote a mutually beneficial exchange of value with customers, employees, investor/donors, etc. Examples are depicted below.
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The Value-Able Leadership framework consists of three elements:
1. Purpose: The Value Proposition
Clarity of purpose is the linchpin of successful organizations. It is the organization's value-proposition as it relates to all of its stakeholders.
You can use the generalized matrix below to reinforce, or even reimagine, your organization's mission as it applies to its stakeholder ecosystem, which includes customers, employees, investors, and other stakeholders. The matrix descriptors in the table below can be modified to fit your organization. This matrix can also serve as the starting point for discussion about the exchange of value between the organization and its stakeholders.
2. Perspective: The Value-Exchange
The Perspective element can help establish measurable goals that will move the stakeholder relationship from left to right on the continuums.
These goals should aide leaders create and communicate mutually beneficial exchanges between the organization and its stakeholders by adding value to existing conditions. That value may actually be in terms of the stakeholder experience. Examples of such goals could be related to increasing same-store sales or retention of customers and employees.
More on measurable goal creation in upcoming posts.
3. Persistence: Continuity, Competency and Contingency Planning
The Persistence element of Value-Able Leadership consists of three parts:
Continuity: A continuous improvement process to review objectives and incrementally "Value-Up" goals.
Create and monitor an organization-wide competency development plan to increase domain knowledge at all levels.
Review contingency plans including executive succession.
As depicted in the Contingency Planning and Resilience Graphic, there are numerous issues with which leadership contends ranging from problematic to existential. The good news is that there are a number of planning methods to manage or mitigate their effects. More on these and other factors in future posts.