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Ideas for Leaders Merryn Rutledge, Ed. D.,
Principal, ReVisions LLC
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Where’s Merryn?

  November 2010  
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November 19:
The Strategic Leader: Organizational Performance from the Center Out. Seminar led by Merryn Rutledge for the University of Vermont Leadership and Management Certificate Program.

Current Projects

• Change management in a leading hospital system
• Organizational culture assessment for a publicly traded utility
• Strategic planning for a University Alumni Association

An eight-word mission statement is 
Verb + Target + Outcome

Read more in Hellweg's blog at http://blogs.hbr.org/ hbr/hbreditors/2010/10/ the_eight-word_ mission_stateme.html.

ReVisions LLC Is...

• Connecting mission and results
• Employee engagement strategies
• Strategic planning
• Coaching
• Managing change

Read More at
http://www.revisions. org/ about.php

Social Return on Investment (SROI)

[Image: Road] Social Return on Investment (SROI) measures the value of social outcomes. But it doesn’t just measure. Organizations can use SROI to
• Verify their outcomes
• Find out what stakeholders really value—and therefore what to measure
• Articulate for funders and policy makers the impact of money spent
• Understand the relative value of different outcomes—and therefore set priorities among program options.

SROI is a principles-based process that includes:
• Discovering what stakeholders (including clients!) value
• Understanding the changes that result from services and verifying social impacts
• Assigning a value to what is material and avoiding claims based purely on guesswork
• Transparency about data sources, assumptions and valuation

Although it came from the non-profit and public sectors, SROI has me thinking about how for-profit companies can use SROI. You can use SROI to understand the impact of things like energy-saving programs (say, rewarding employees for biking to work) and volunteerism.

Read the position paper at New Philanthropy Capital (free registration and resources at philanthropycapital.org).

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Employee engagement

In their new book Terms of Engagement, Richard and Emily Axelrod say that effective employee engagement begins when managers ask employees one simple question, “what do you care about at work?”

The question isn’t cosmetic. Really listen and keep track of patterns. These patterns will suggest the values that drive people’s passions and commitment. Employees’ answers will also suggest practices that support and enact these values.

Read more at http://www.axelrodgroup.com/ article_terms-of-engagement.html

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Widening circles of involvement

For deeper employee engagement, look at the composition of your committees and project teams. Do you involve people from different layers or “regions” of your organization? Whom to include? How do you widen these circles?

Use the acronym ARE IN to decide:
Authority. Who has authority (in the focus area for a project or initiative)?
Resources. Who has resources the project needs?
Expertise. Who has expertise you need?
Information. Who has the information needed?
Need. Who is experiencing the need?

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Copyright (c) 2010 Dr. Merryn Rutledge.
Late Fall 2010 • Volume 13 • Number 3

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ReVisions LLC connecting leaders to plan strategy & facilitate change

Dr. Merryn Rutledge, Principal
ReVisions LLC
233 Van Patten Parkway
Burlington, Vermont 05408

Ph.: (802) 863-7084
Fax: (802) 860-7183
mr@revisions.org
http://www.revisions.org

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