From Impossible to Possible: Two simple rules to assure exceptional public value

From Impossible to Possible: Two simple rules to assure exceptional public value

by Andrew Hollo

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Overview

From Impossible to Possible: Two simple rules to assure exceptional public value by Andrew Hollo

Are you a public sector or non-profit leader who is having trouble getting alignment — of ideas and people?

Do you feel your mission is diluted by pressures to perform, to compete, or to make budget?

Are you surrounded by opportunities, but can’t easily decide which to go for, and which to let go?

And, even more frustratingly, are you invisible, unknown or misunderstood by your customers?

Over two decades of consulting to all types of public sector agencies, Andrew has developed an impressive framework and strategic process that overcomes many of the common hurdles that stop government agencies and non-profits from doing their best work.

From Impossible to Possible is the first definitive, step-by-step guide for public value leaders who need to lead change to deal with new, complex realities. Andrew shares his knowledge and experience unreservedly to help you create dramatic impact in turbulent times – and be seen by others as credible and effective.

Stop working the way you are, read this book, and discuss at least one of the chapters with your boss, your team or you partners. And then see what happens next.

Product Details

ISBN-13: 9780648137221
Publisher: Grammar Factory Pty. Ltd.
Publication date: 03/15/2018
Pages: 234
Product dimensions: 5.83(w) x 8.27(h) x 0.53(d)

Table of Contents

Dedication

Foreword

Introduction: Making the impossible possible

Rise of the impact investor model

Solving the world’s problems with two simple rules

Part 1: Know what your everyday impact should be

Chapter 1: What is your purpose?

Defining your raison d’être

The ‘aha’ moment

Frequently asked questions

Action to take

Chapter 2: What is your role?

Gaining clarity

Give a voice

Shine a spotlight

Rattle cages

Frequently asked questions

Action to take

Chapter 3: What is your scale?

Letting your purpose drive your scale

Determining scale based on capability

Get customers

Bring money through the door

Spend money

Do something valuable with the leftover money

Build assets

Invest in yourselves

Deliver the best services possible

To merge or not to merge?

Frequently asked questions

Action to Take

Chapter 4: What are your goals?

Setting minimalist goals

Frequently asked questions

Action to take

Chapter 5: What are your values?

Using values as a differentiator

Frequently asked questions

Action to take

Chapter 6: Gaining traction

Discovering where and how to apply your energies

Three ways to simplify your strategy

Talk about what’s not going to change

Get your people to sell to your people

Describe it simply

Assessing uptake of the new strategy

Frequently asked questions

Action to take

Part 2: Create everyday impact, every day

Chapter 7: Care about results

What assurances do you want?

Three more must-have ingredients

1. Logically linked activity

2. Minimal reporting

3. Rewards and recognition

Frequently asked questions

Action to take

Chapter 8: Focus on priorities

Hitting the sweet spot of investment

1. Desire

2. Satiation

3. Opportunity cost

Fighting opportunity gluttony

Frequently asked questions

Action to take

Chapter 9: Futureproof by innovating

Democratising innovation

Innovating on demand

Frequently asked questions

Action to take

Chapter 10: Leverage your customers

Gaining power through leverage

Transferring power to your customers or beneficiaries

Frequently asked questions

Action to take

Chapter 11: Maximise your impact through partnerships

Common customers, common cause

Agreeing on principles

Determining the depths of your partnerships

Frequently asked questions

Action to take

Planning your partnerships (internal thinking)

Improving your partnerships (external thinking)

Chapter 12: Profile through data and stories

Painting a vivid picture through numbers

Finding your stickiness

Frequently asked questions

Action to take

Chapter 13: Creating a meritocracy of ideas

Two common misconceptions about scaling ideas

1. If an idea is good enough, people will accept it

2. It’s too hard to have the hard conversations

Using 3D thinking to germinate your best ideas

Reframing common biases that limit ideation

Frequently asked questions

Action to take

Conclusion: The true secret to making the impossible possible

Rule #3

1. Reject ordinariness

2. Reject avoidance

3. Reject dishonesty

It doesn’t end here

About the author

Acknowledgements

Customer Reviews

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