AlisonKling

I reread this every year. I think Watkins reflections and guide for the leader in transition have implications for anyone working within a changing organization especially in the ever changing world of nonprofit leadership. The STARS discussion in chapter 3 helps plot and frame conversations for board and staff around an analysis of the current organizational situation (are you in transition, a startup, gearing up for accelerated growth, realignment, sustaining healthy growth, etc) and gives common language to context and next steps for stakeholders. Chapter 8 has a powerful discussion about how as a leader of an organization, you are the “organizational architect” whose work must be focused and creating alignment. Organizations can achieve alignment and strategic direction with the mission (what will be achieved) the vision (why people should feel motivation to achieve this) and the strategy (how should resources be allocated) support each other and have a logical thread connecting the various parts.