Scaling Altruism

CHAPTER 2Align

It is the long history of humankind (and animal kind, too) that those who learned to collaborate and improvise most effectively have prevailed.

—Charles Darwin

LEARNING OBJECTIVES

By the end of this chapter, you will be able to:

• Identify the attitudes, concepts, and decisions that boards, executive teams, and staff must agree upon before attempting to create a plan for organizational growth and impact;
• Recognize how word choice and language can differentiate your organization and identify it as compelling, effective, and entrepreneurial;
• Craft concise, compelling, and actionable mission and vision statements;
• Write a value proposition;
• Derive a big, hairy, audacious goal (BHAG) from a vision statement;
• Differentiate between your organization's growth strategy and its impact strategy;
• Identify year 1 initiatives;
• Choose an initial set of key performance indicators to measure the execution of your organization's impact and growth strategy; and
• Create a one‐page business framework to provide boards and teams with a clear and concise format for generating consensus.

Leaders who have studied the performance benchmarks in Chapter 1 with their staff and board and given serious consideration to that series of hard, detailed questions have hopefully generated new awareness about their organization's performance gaps and perhaps identified one or more areas ...