The Performance Practice helps organizations delve deeper into the Performance Imperative and apply it for ongoing reflection, learning, and continuous improvement.
The Performance Practice helps organizations discover and act on ways to improve with:
- A series of concrete behaviors and specific practices that allow an extensive, in-depth look into the organization and a broad lens to identify areas for improvement.
- A modular structure that provides different paths into organizational improvement with proof points organized and presented for each of the framework’s seven organizational disciplines. Leaders can select one module (or several at a time) and work through each discipline in their own way and at their own pace.
- Three different entry points: Nonprofit leaders can spark reflection among multiple stakeholders, learn from each other, and develop shared understanding of “hidden” organizational strengths and systemic limitations. Consultants can zero in on needs in one or more of the organizational disciplines. Funders can better understand and support their grantees in the disciplines of greatest need.
The Performance Imperative helps nonprofits and public agencies understand and assess performance by sharing a common definition of high performance and providing a framework of seven organizational disciplines to achieve it.
Our Common Definition of ‘High Performance’
: the ability to deliver – over a prolonged period of time – meaningful, measurable, and financially sustainable results for the people or causes the organization is in existence to serve.
The Seven Pillars of High Performance
Organizations that commit to pursuing high performance generally make the most progress by cultivating seven core disciplines: