“But do you want to be Good, Great, or Transformational? “
I asked a CEO this a few years ago in the midst of a strategy-development conversation; their answer both stunned and spun me into immediate action:
“With the work we do and the inequities we are trying to address in our community, I didn’t know we had any other choice but to be transformational.
At the same time, I’m not sure we have the time or resources to get there. Right now, we are just hoping to get a little bit better every day in hopes that one day we will be transformational. We want more; we just don’t know how to get there.”
Their story reflects a familiar one in the social sector space, with many sharing the same aspirations and facing the same challenges.
The pressure to address deep-rooted inequities, coupled with limited resources, often leads to a cycle of incremental improvements rather than bold, transformative change.
This paradox highlights a critical need for strategic investment, holistic support, and innovative thinking to break free from the constraints that hold organizations back.
With 1.8 million organizations and growing and with 86% of those organizations noting that demand for their services is rising, the Social (Impact) Sector has the potential to be the most impactful cross-sector group in creating outcomes that lead to equitable communities and transform the Global market’s business practices.
The sheer scale and reach of this sector position it uniquely to drive systemic change. However, realizing this potential requires a shift in how organizations approach their mission, strategies, and operations.
Two-thirds will never realize this and be stuck behind failed strategies due to people and culture issues.
Our space needs a shift, and many have called DEI as a potential answer.
The problem?
DEI is a part of the answer but not the answer overall.
Only by addressing the root causes of people and culture issues can organizations create environments where DEI efforts can truly thrive. The focus on DEI, while essential, must be part of a broader organizational transformation strategy.
The focus on DEI, while essential, must be part of a broader organizational transformation strategy.
What’s Transformative?
To talk about what we need to do to shift our organizations, we first need a common baseline of what is meant by transformative.
I’d offer this definition:
Transformative organizations are those that not only achieve their goals but also redefine industry standards and create lasting systemic change. These organizations go beyond maintaining operational efficiency or achieving high performance; they innovate continuously, adapt swiftly to emerging trends, and influence broader social, economic, or environmental landscapes.
Such organizations not only respond to external changes but also shape the environment in which they operate. They set benchmarks for others to follow and create models of success that transcend their own sectors.
I believe that there is no CEO who reads this and then says I want to be less than that.
These same CEOs?
Are realistic about where they are in terms of capability and capacity. The journey to becoming transformative is daunting but necessary, particularly in a mission-driven organization whose existence is driven by the intention to close a gap for the people it serves.
CEOs must balance their ambitious vision with a pragmatic approach, building the necessary infrastructure and capacity incrementally while keeping the ultimate goal in sight:
Good is not good enough for any social sector team. Transformative is the goal always…
even if good or great is the reality, initially.
Our Own Shift
When I launched Tayden, we initially focused on a framework and tools that would help organizations develop, launch, and strengthen DEI departments and teams.
Our goal was to provide the resources and support needed to build robust DEI programs and teams that could drive real change within organizations.
Through the initial process of developing the Shift® model and working with clients in it, we found that DEI was actually the underpinning for five key areas that would make or break the success of an organization realizing its strategy, planned outcomes, and moving toward transformative:
- Organization Strategy Design
- Culture Experience
- Leadership Development
- Talent Strategy And Growth
- Diversity, Equity, And Inclusion
Each of our engagements would start with developing a DEI vision statement and trainings and almost immediately evolve into much- needed conversations about all 5 of these areas and how transforming each of these would have a greater direct impact on the experience that their intended stakeholders would receive. We realized that focusing solely on DEI was limiting; to drive true transformation, we needed to address all aspects of organizational development in a cohesive and integrated manner.
We recognized that our work is not about DEI; it’s about developing the entire organization in ways that would be the deciding factors of whether or not an organization could evolve to transformational.
By addressing these core areas, we can create a comprehensive strategy that drives sustainable change and positions organizations for long-term success.
OD (DEI): A New Lane
The last five people I’ve mentioned the phrase Organizational Development to have had a similar understanding to what I had many years ago when I started doing deeper work in this area.
It’s either about:
Developing people inside an organization
Something that HR already does
While developing people and making sure HR is connected to this work are a part of the work, I would describe organizational development (OD) as:
Developing the entire organization so that it can perform and reach its intended mission.
Organizational Development (OD) is ultimately aimed at driving organizational performance, improving organizational effectiveness, and achieving strategic goals.
This includes everything from leadership development and talent management to process improvement and cultural transformation.
At its core, it is about fostering systemic change and building organizational resilience. By identifying and addressing the root causes of organizational issues, OD ensures that DEI is a part of what leads to long-term, systemic change rather than merely a program addressing symptoms.
THIS APPROACH ALLOWS ORGANIZATIONS TO TACKLE THE DEEP-SEATED ISSUES THAT HINDER PROGRESS AND CREATE A MORE RESILIENT, ADAPTABLE, AND INCLUSIVE WORKPLACE.
Moreover, OD aligns DEI efforts with the organization’s strategic goals, integrating them into the overall mission and vision and creating comprehensive strategies that address underlying systemic issues.
By aligning DEI with broader organizational goals, companies can ensure that their efforts are focused on creating real, measurable change that drives long-term success.
An OD-focused approach ensures that DEI is adaptable and can evolve with the organization’s needs, making it more effective in the long run and fully integrating DEI into the organization’s fabric for profound and lasting change.
And it encourages a more holistic approach to how DEI can be integrated into the organization.
So, how does an organization get there? Three things:
- Renewed Belief that transformation is possible for your organization
- Intentional Focus on Organizational Development
- Investment in Transforming Five Core Organizational Areas
A Renewed Belief
Transformational change begins with a mindset shift. Organizations must foster a renewed belief that becoming transformational is not just a lofty ideal but an achievable goal. This belief must be deeply ingrained in the organization’s culture, starting from the CEO and Leadership and permeating all levels.
CEOs must articulate a clear and inspiring vision, demonstrating how transformational change can lead to greater impact and success. This vision should be communicated consistently and reinforced through actions and decisions that align with the transformative goals.
An Intentional Focus
Achieving transformational status requires an intentional and strategic focus on organizational development. This means investing beyond DEI and taking a critical assessment of how the organization is structured, developed, and growing in order to ensure it aligns with the transformative vision.
By prioritizing organizational development, social sector organizations can build the capacity to scale their impact, drive systemic changes, and become leaders in their field.
This intentional focus ensures that efforts are directed towards sustainable growth and long-term success, enabling organizations to transcend beyond good or great and truly become transformational.
The Investment in Five Pillars
To move from good to great to transformational, organizations should concentrate on developing five core areas that are pivotal to their growth and impact:
- Organizational Strategy: This involves creating and implementing effective plans that guide the organization towards its long-term moving to transformative helps keep the organization aligned with its mission and responsive to changes in the environment.
- Talent Strategy: Investing in talent development programs, creating clearer career pathways, and fostering an inclusive culture where all employees feel valued and supported are essential components of a strong talent strategy.
- Culture: Building a strong organizational culture requires intentional efforts to promote core values, recognize and reward positive behaviors, and create a sense of community and belonging.
- Leadership Development: Leadership development programs should focus on building competencies such as strategic thinking, emotional intelligence, and change management. Providing leaders with opportunities for mentorship, coaching, and professional growth helps create a pipeline of capable and visionary leaders.
- Diversity, Equity, and Inclusion (DEI): DEI initiatives should be integrated into all aspects of the organization, from recruitment and retention to leadership and governance. Creating an inclusive culture where all voices are heard and valued enhances creativity and decision-making.
We Can (and Should Transform)
The social sector stands at a pivotal crossroads, where the need for transformative leadership and organizational development has never been more urgent.
Social sector organizations play a critical role in addressing complex societal challenges, from poverty and inequality to education and healthcare.
To maximize their impact, these organizations must not only adapt to the rapidly changing environment but also lead with innovation, inclusivity, and resilience.
By embracing transformative change, social sector organizations can redefine industry standards, create lasting systemic impact, and build stronger, more equitable communities
The journey to transformation may be challenging, but the rewards are immense: enhanced mission fulfillment, increased stakeholder trust, and a legacy of meaningful change. As stewards of social good, it is our responsibility to rise to this challenge, investing in our own growth and that of our organizations to ensure we can continue to make a profound difference in the world.
Now Is The Time To Transform, To Lead With Purpose, And To Drive Forward A Vision Of A Better, More Just Society.
