COVID-19: Leadership Case Essay

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Leadership and Effectiveness

COVID-19 has presented a new reality that leaders need to consider if they are to achieve their potential. This pandemic aligns with YES!’s mission since it presents a new reason to mentor, train, and provide additional support to at-risk youth in the selected community. As the leader, I would change different aspects of the programs by equipping the members of staff with additional resources and guidelines. Such gains will guide them to provide online tuition, food materials, and insights for staying fit (Jonker & Meehan, 2014). The followers will provide personalized instructions depending on the beneficiaries’ needs. Additionally, all individuals will have to take social distancing, sanitization, and hand-washing practices seriously to minimize infections.

Non-Profit Leadership

I would pursue new strategies to continue offering all the programs and services. The academic empowerment process will take place online while individuals will receive timely ideas for pursuing their health goals. They will get food supplies and additional instructions to engage in exercises. The relevant interventions will be offered, such as counseling and referral to community resources (Jonker & Meehan, 2014). I will provide promote appropriate communication strategies and observe outlined guidelines to prevent COVID-19 infections. This analysis means that no programs will be cut.

Due to this pandemic, my staffing needs will change significantly. However, no additional workers will be needed or laid off. Instead, I will restructure their roles to resonate with the anticipated goals. In terms of technology, computers and handheld devices will be essential to deliver services virtually (Jonker & Meehan, 2014). The current team will also prioritize the issue of Internet access.

Communication is critical to support the delivery of positive results. Social media platforms and mobile phones will support the process. Individuals will share timely messages via their handheld devices and liaise with clients’ guardians or parents. YES! will develop a website to communicate with all key members of the board, funders, and partners. Beneficiaries will learn more about these changes from social media platforms and the NGO’s website (Jonker & Meehan, 2014). Radio and TV adverts will be considered to communicate the changes to all community members.

CEO-Board Relationship

The CEO and the board members should work together to support the delivery of the intended services. However, the CEO can contact different leaders, such as the chairman and the secretary, to develop the best plan for managing programs and services during the pandemic period. These key representatives will make timely decisions that resonate with the wishes of the other board members.

Clear Measurement Counts

After adjusting the programs and services, I will determine the effectiveness of the new efforts by encouraging beneficiaries to provide honest reviews. The acquired insights will form the basis for evaluating and implementing the necessary improvements. The involved members of staff will have two months to determine whether the adjusted workplace is effective and capable of delivering desirable results (Jonker & Meehan, 2014). If the activities are not working, the board can present additional strategies and match them with the clients’ expectations.

Fundraising is Fundamental

Currently, fundraising needs are critical following the cancelation of the “Empower Gala”. The intended initiatives also require additional funds if they are to succeed. I would request most of the people to convert their tickets into donations due to the ongoing pandemic. This move will support the NGO since its primary aim is to meet the needs of troubled young citizens (Jonker & Meehan, 2014). The current health issue is, therefore, a compelling reason for YES! to fundraise and support the proposed projects and meet the demands of more at-risk individuals.

Reference

Jonker, K., & Meehan, W. F. (2014). Fundamentals of nonprofit management. Stanford Social Innovation Review.

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