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When Katie Albright became the new executive director of the San Francisco Child Abuse Prevention Center (SFCAPC) four-and-a-half years ago, she knew the first step toward getting the organization to function more effectively was implementing a major restructuring initiative. She formed a new leadership team composed of members with various levels of tenure and experience and positioned them to help the formerly small grassroots organization, which had transformed into a larger, more complex entity, perform in a more efficient manner.
The Solution: Along with developing greater patience and a better understanding of themselves came the ability to examine each member’s strengths and potential areas for improvement through the use of the MBTI assessment. Being aware of personality preferences allowed the individuals to realize which areas came less naturally to them and to their coworkers, and gave them the foundation to improve on those to increase their overall performance.”
The Results: Throughout the training program, I watched the six-person leadership team go through an incredible transformation. A group of people who initially struggled to communicate effectively with each other now work cohesively and collaboratively, and foster conversations on their own that drive continuous innovation at all levels of operation within the organization.
By better understanding themselves and their colleagues, the team members were able to build trust within the organization and instill confidence in all of the employees that the leadership team can solve any issue, at any time. The team also gained greater assurance that Executive Director Albright would be made aware of situations in a timely manner by those handling them.
In the end, the intensive self-examination paid dividends that can be seen in the nonprofit’s operations, performance, and morale.
Read “Case Study: Leadership Development at SFCAPC”
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