The organization had had a storied past. Almost 50 years. But they have experienced significant mission drift. Although doing good work, the organization was no longer mirroring the vision of the early years. Their faith calling was now unintentionally hidden.

Instead of the organization being a unique faith-based powerhouse, they were just one of many in the field. Their presence and their impact had shrunk significantly.

But the CEO had a mission and mandate. Grow the organization, or close it.

His first task was to gain an understanding:

• What the founders’ original dream was. He then started reading board minutes, reports, presentations, and meeting notes from 40 years ago.
• He interviewed organizational leaders from the board and the staff from the early years.
• He examined the significant decisions made (and not made) over the past 40 years. And what was the impact of each of these decisions or non-decisions?
• He interviewed the staff, present and past board members, and several key donors. The same questions were asked to all. From their perspective about the organization, what were its unique offerings, what threats they faced, and what opportunities lay ahead? He also asked for their thoughts about the complex issues. How they had reached where they were today, and what suggestions they would offer to transform the future.

What resulted? He had a foundation to start the realignment of the organization back to the original vision. Program methodologies had changed. Outside forces were different. However, with understanding, the CEO could start the process to lead the organization back to organizational strength wisely.

Mission drift had ended. Mission realignment had started.

Deep Roots can facilitate the process. Call us today.