“Mission drift can be detrimental but it's not irreversible” 10 lessons in strategy
What began as a youth club run from an abandoned shop is now an established engine of enterprises combating poverty in the Eastend of Glasgow. In this episode of Making The Difference I spoke with CEO Jimmy Wilson about the journey of FARE, and his own journey and learning along the way.
Brought up in poverty himself, Jimmy truly understands what it takes to understand and overcome poverty; essentially to create opportunities at every stage of life, and with that comes sustainable jobs, and bringing people on the journey with him.
Jimmy’s journey from growing up impoverished in Greenock to leading initiatives tackling gang violence is truly inspiring. His military experience instilled in him the importance of strategic planning and management, which he has since applied to FARE.
One key lesson Jimmy learned during his time in the forces was about strategy – effective planning towards achieving objectives which could be anything from capturing trenches during combat operations or managing staff welfare amid crises like Covid-19 pandemic response.
However, it was the financial crash of 2008 that taught him one of his most valuable lessons about maintaining focus on both service delivery and administrative tasks while ensuring future plans are adaptable enough for unexpected changes or circumstances.
However, understanding strategy isn't enough; its successful implementation requires team involvement too. For instance at FARE each team has their own specific strategies contributing towards overall organisational goals such as securing £2 million funding for a new building back in 2008 – achieved two years ahead schedule.
But success often brings unforeseen challenges along with it; expanding into new premises while navigating post-financial crash realities meant dealing with reduced charitable sector funds impacting operational needs severely, due to neglecting essential background functions supporting daily tasks.
This experience taught him valuable lessons about maintaining focus on both service delivery aspects along ensuring future plans are adaptable enough for unexpected changes or circumstances.
And also he realised he must regularly evaluate organisational focus to prevent mission drift; if necessary, seek external assistance like partnerships with similar organisations for strategy development.
Jimmy's journey is a testament of resilience and adaptability – a story of turning challenges into opportunities for making positive impacts where they're needed most.
So to recap what can we learn from Jimmy’s approach to strategy and leadership?
Community trust & innovation are key in running non-profits effectively
Strategy development isn’t just top-down; it involves every team member. Considering team input and addressing their concerns fosters trust and encourages teamwork within the organisation.
Leadership can be lonely. That’s why fostering fellowship among senior management teams is so critical. It helps create peaceful discourse which leads towards better decision making
Effective planning towards achieving objectives is essential
Regularly evaluate organisational focus to prevent mission drift
Don’t forget to manage staff welfare, this will particularly help in crises
Maintain focus on both service delivery and administrative tasks
Ensure future plans are adaptable enough for unexpected changes or circumstances
Understand strategy isn't enough; its successful implementation requires team involvement too
Never neglect essential background functions that support daily tasks.
Keeping a focus on the here and now, as well as on the future. This ensures your future plans are adaptable enough for unexpected changes or circumstances.
