The only constant is change, so they say. Nonprofits are constantly adapting to changing needs, demands, and circumstances. We react, adapt, pivot, and make do. It can be exhausting and unsettling. Change is so common and constant that we often fail to see it at all, much less recognize that it is something that needs[…]
Analysis paralysis. Navel-gazing. Beating a dead horse. Talking in circles. Spinning our wheels. Do any of these describe how decision-making feels in your organization? A client recently lamented to me that, in the face of an enormous strategic decision, her organization’s board was talking around the issue repeatedly, never making any progress toward clarity much[…]
This is our third and final post in this series. We believe outcome statements should be meaningful, measurable, and manageable, and we recommend that organizations evaluate their outcomes against those criteria in that order, because each serves as a more narrow filter than the one before. The universe of meaningful outcomes is big, complex, abstract,[…]
We believe outcome statements should be meaningful, measurable, and manageable. This is our second post in this series, examining the second M. Organizations often struggle to identify outcomes that are both meaningful and measurable. But, because they are required to measure their outcomes, they sacrifice meaningfulness and just count what is easy to count. Sound[…]
Outcome statements should be . . . We believe outcome statements should be meaningful, measurable, and manageable. If an outcome statement cannot meet all three of those criteria, we don’t recommend it. Further, as you brainstorm possible outcomes, they should be evaluated against those criteria, in that order. Oftentimes, organizations arrive at the outcomes they[…]
Measuring outcomes is difficult. I’ve written about this before (here). However, there are many ways that nonprofits make life even harder for themselves than it has to be. You’re probably familiar with many of them: The grant-writer works in isolation and promises outcomes that the program cannot measure and/or achieve. Outcomes are written so broadly,[…]
In my last post, I argued that this crisis is an opportunity to re-imagine your work. It has the potential to change the way we define our Why, What, and How as organizations. In this post, I want to focus on our How – the processes we use to serve our clients, lead our teams,[…]
Yes, this is one of those posts that aims to re-frame this crisis, to find a silver lining, to see the glass half-full. If you’re not in the mood for that right now, I won’t be offended. But please do come back and read this post when you’re ready to think about what’s next. In[…]
Last week, guest contributor Megan Ondr-Cooper kicked off this four-part series on performance management by defining what it means to her organization: “the use of data about program operations and participant outcomes to learn, make decisions, and improve.” I (Sarah) am jumping in this week to share what The IllumiLab sees as the unique value[…]
Two years ago in January, I wrote a blog called 6 Tips for Setting Meaningful Goals in which I admitted often falling short of following my own advice. All our work at The IllumiLab – whether it’s evaluation, performance management, planning, data management, quality improvement, or process management – is about helping organizations articulate and[…]