Organizations create lots of files. Plans, budgets, procedures, marketing pieces, grant applications, reports, timelines, proposals, memos, newsletters, meeting agendas and summaries (I hope), and on and on. You create, save, and share hundreds of files each month. As I pointed out in my last post, how we name, edit, and save theses files determines how[…]
Tools are Just Tools In our first years, The IllumiLab’s work was focused almost exclusively on building tools nonprofits could use to measure their performance (logic models, measures, data collection tools, performance management plans, etc.). This was the pain point organizations experienced, and this was the service they requested. But we soon realized that without[…]
If we are too busy to plan, too busy to think, and too busy to reflect, we should stop and ask ourselves, “What are we so busy doing, and are we really committed to doing it well?” As Megan and I have been researching our Theory of Change, we’ve been digging into the literature on strategic,[…]
If I had a nickel for every time I heard a nonprofit professional say they were building the plane while flying it, I could buy my own fully-built jet! In the context of program design, what does this even mean? Is “building the plane while flying it” just code for “making it up as we[…]
According to our clients, one of The IllumiLab’s greatest skills is meeting management. However, there’s nothing particularly innovative or creative about how we facilitate meetings. I think it’s safe to say that our meetings: Set and accomplish objectives, Have and adhere to agendas, Start and end on time, End with a recap of what was[…]
In my last two posts, I have been exploring how to articulate and align what I see as the four elements of a nonprofit organization’s strategy: Why: Vision statements often express an organization’s “why.” It describes why you exist and do the work you do. This is the change or result you seek. What: A[…]
In my last post, I compared four elements of your organization’s identity and strategy to four tires on a car. The tires must be equally and properly inflated, pointing in the same direction, and with enough tread to grip the road if you expect them to get you to your destination. In this post, I’ll[…]
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,[…]
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[…]
Unclear roles, responsibilities, and decision-making processes are some of the biggest causes of delays, rework, frustration, and confusion in any organization that relies on teamwork to make the dream work. The same is true in nonprofits. Maybe even more so, because we tend to shortchange valuable self-reflection and planning time in favor of direct service[…]