Leadership Alignment

Client:

I worked as an independent consultant on a two-month engagement with Collectively, a coaching and consulting firm specializing in the nonprofit sector. The client is a nationally recognized, large nonprofit in the LGBTQ+ elder care space.

Context:

The client was considering a potential launch of a social enterprise unit to help fund and support the organization’s larger mission. The organization’s senior leaders needed to clearly define what social enterprise meant for them and how it would operate within the existing organizational structure.

Action:

We conducted qualitative interviews with 12 executives and senior leaders in the organization, then summarized the data into key themes and insights that informed our recommendations. Some of the themes were misalignment on what social enterprise meant for the organization, what the goal of the unit would be, and how it would function. There was also the question of who would lead the newly formed social enterprise unit and a skills and competency gap analysis was conducted to uncover what was needed from a leader who would be in charge of the division.

Key Result:

Consulted on strategy to align leaders on the meaning of social enterprise and the impact for the organization. Recommendations were also made for the type of leader that should be responsible for the unit. Client gained clarity on social enterprise unit and potential