GoodtoGreatintheSocialSector–asummaryofkeypoints.docVIP

Good to Great in the Social Sector – a summary of key points Business principles cannot be applied to social sector without modification. Both share issues about moving from good to great – but the concept of greatness may be different in the social sector. Same five step approach is applied – but with contextualisation: Going beyond simple business metrics to determine greatness Leadership in a diffuse power structure Getting the right people on the bus within public sector constraints Rethinking what the economic engine is without a profit motive Building momentum by building the brand Concentrate on outputs not inputs – it’s not just about recruitment levels or budgets – what are we trying to produce? Greatness for us could be value-added, NSS ratings, DHLE etc - in other words it is defined by reference to our mission. We can opt to use outputs that defy measurement e.g. “most admired”. The key here is to have descriptors of what greatness looks like. In any event we need to assemble evidence, qualitative and/or quantitative of what we believe the signifiers of greatness to be. On this basis the inputs of greatness would be: Inputs Outputs Disciplined people – level 5 leadership and the right people on the bus Superior performance – evidence of mission achieved with efficiency Disciplined thought – face the facts – decide on the one thing that drives you Distinctive impact – LSBU would leave a significant gap if it disappeared Disciplined action – consistent action and perseverance in driving towards goals Sustainability – greatness not dependant on one person, product, or programme Level 5 leadership in the social sector. Social sector leaders are not less decisive than business leaders, they simply work within a more complex decision making structure. The approach has to be more legislative than executive – persuading, influencing etc. But it should not be confused with being ‘nice’ ‘soft’ and ‘inclusive’ - the key point is that colleagues know the le