Organizational Evaluation and Insight

The primary responsibility for boards and leaders of Christian organizations is clearly understanding current realities and charting a confident path forward. Complex problems and demanding pace oftentimes pull leaders away from having a clear view of how to address or reframe missional and organizational priorities to create maximum impact. Circular thinking, indecision and wasted resources impairs mission effectiveness and results.

Mark builds in-depth strategic review and planning processes that engage your staff and key constituents using proprietary survey, focus group and leadership interview methodologies. Whether your organization requires cultural or structural improvements or is considering a shift in focus or mission, Mark applies decades of experience to your most pressing concerns, bringing the insight you need to develop and implement solutions that work.

Executive Performance Evaluation

There is no real leadership growth without engaging the feedback a leader needs to implement meaningful improvement. While there are a preponderance of 360-degree tools and HR performance measurement instruments out there, executive leaders need thoughtful, tailored, and productive assessments of their work and effectiveness.

For decades, Mark has served boards and executives in president, CEO, and senior-level assessment and development processes driven by:

• Expert guidance and facilitation, focused on inviting participants into a leadership development initiative (vs. a remedial or corrective effort)
• Clear and agreed-upon process steps between a board and its executive (or an executive and their report)
• The incorporation of the SIMA® Assessment to create clarity on a leader’s intrinsic abilities and work purpose to implement achievable, high-impact improvements
• The development of agreed-upon assessment criteria that explore applicable leadership traits as well as criteria connected to strategic outcomes
• The use of quantitative measurement in confidential survey form alongside qualitative exploration through live dialogue with process participants
• Maintaining participant confidentiality and process trust by highlighting core performance themes, while avoiding fixation on unhelpful individual opinions or comments
• Process outcomes that accurately describe the balance between leadership strengths and areas for improvement, and interactive discussion with the executive and their overseer to develop five to seven actionable improvement goals