[fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][ut_highlight color=”#1e73be”]Ted Kniker,[/ut_highlight]Principal at Mission Measurement, led a 2-day seminar today for our DC Executive Leadership Program on how to measure impact in government. In his seminar, he helped the students understand how to design and to apply a logic model to their work. There were a few things that really stood out for me.Ted encouraged the leaders in the class to appreciate the value in using an outcomes-based management and leadership framework. He showed them the difference between measuring activities, outputs, outcomes and impact. He also showed them how to create a logic model for their agency.
Ted made a number of statements throughout the two-day seminar that I found intriguing. I thought you might as well.
- Using an outcomes-based management approach allows leaders to minimize failure and replicate success.
- Government measures its effectiveness by fragments of outputs. Government should be measuring its effectiveness by outcomes.
- Management is telling, leadership is asking.
- An activity is what government does. The outcome is what the customer does.