Organizational Effectiveness Assessment
Find out what is really holding your organization back.
Most organizations already know what they should do. What they lack is an honest, independent account of why it hasn't happened. In a 30-day independent study of your organization and leadership opportunity, I give you that account and the priority actions to take.
When to call
The moment calls for an outside view.
- A new CEO or executive director needs a clear read on what they inherited
- The board and staff see the problem differently
- The same recommendations keep coming back and never get done
- Members, customers, or the market are moving and you are not sure how
- A founder or CEO is ready to change course and wants the facts first
What you receive
Deliverables
- Confidential interviews with leaders, board members, staff, and the members, customers, or partners who matter most
- A review of your strategy, governance documents, data, and past studies
- A written report: what is working, what is in the way, and why
- A clear read on your leadership opportunity: where you and your team can have the most effect
- Priority actions: what to do first, and what to stop
- A briefing for your leadership team or board
- A follow-up call 30 days after delivery
How it works
Thirty days, four steps
Listen to leadership
We agree on the questions that matter. I meet with your CEO and board chair and review what has already been written.
Confidential interviews
Eight to twelve conversations. People speak freely because nothing is attributed to them by name.
Interim read
A short progress update for leadership, so nothing in the final report is a surprise.
Findings and priority actions
The written report and a working session with leadership or the board on what to do next.
What this looks like
Recent work
The board asked why its industry had been unable to grow market share for two decades. I interviewed member executives and the CEO, reviewed thirteen years of commissioned research, and pulled current government data. The finding: the same fixes had been recommended twice and never carried out, because no one had built a funding model to match the ten-year timeline they required. The priority actions started there.
A founder-CEO who had spent her career advising others wanted the same clear view of her own company. The engagement pairs a 360 review with her team and a landscape analysis of her market, so her next decisions rest on what people actually think and what the market actually shows.
Organizations who want to go further can extend into a Board and CEO Alignment engagement or a 60-day Strategic Reset. Ask me about either.
Start with a conversation.
Tell me what is happening. I will tell you whether an assessment is the right step, and what it would cover for you.
Book a conversation