As Strategy and Operations Leaders, we are often tasked with uniting team members around a common cause. While the CEO is responsible for setting the long-term vision for the organization, it often falls on Strategy and Operations Leaders to serve as the driving force that helps bring the organization together and execute upon a shared vision.
This responsibility can play a pivotal role in the alignment and engagement of any organization and, specifically in the nonprofit space, we’ve seen the weight that driving towards a collective goal can play in inspiring the work individuals do.
We recently had the opportunity to meet with Josh Mawhirter, VP of Operations at Care Design New York, a Health Home Care Management organization providing services to people with intellectual and/or developmental disabilities.
Throughout his career, Josh has shown an aptitude for stepping into operational roles and performing at a world-class level. But for him, there was always an ambition to serve at an organization where the mission had a deeper meaning. This helped lead him to Care Design New York, and it’s safe to say that thousands of individuals in the New York area are better for it.
On this episode of Aspiring Ops, Josh dives into the dynamics of Strategy and Operations within the HealthCare space, and the role his organization’s mission plays in his daily processes. He also shares his perspective on the difference between nonprofit and for-profit organizations, as well as the dynamic of Strategy and Operations leaders in each space.
In partnering alongside Strategy and Operations Leaders from both nonprofit and for-profit businesses, a common question we hear is, ‘What’s the difference?’
As Josh alludes to in his episode, while there are certainly differences, they are often exaggerated based purely on the premise of whether you pay taxes or not. However, after working in both sectors, Josh has an understanding of the similarities and differences, as well as how the two can complement one another.
“For the things that I like in the for-profit model is the reliance on fixing the system as quickly as possible. Realizing that if you run into a problem, you have to get it fixed, because the dollar drives everything,” shares Josh. “In the nonprofit sector, you don’t have as much pressure on that (revenue goals), but there is a lot more intention put into decisions. So you’ll spend more time talking about a problem, trying to get the right people at the table, and make the most holistic, well-thought process. My experience in both has shown me that you can have both at the same time.”
In Season Two of Aspiring Ops, former Chief of Staff at Lessonly, Ben Battaglia, referenced a philosophy we often implement here at Elate: Slow is Smooth and Smooth is Fast.
Similarly, Josh believes that a balance of pace and intentionality can pay long-term dividends for any organization, regardless of whether they are in the nonprofit or for-profit industry.
For Strategy and Operations Leaders, Josh’s advice throughout this episode of Aspiring Ops is a great reminder that finding that balance can help amplify the impact of any process. To learn more about Care Design New York, check them out here! Want to learn more about how Elate is working with today’s leading Strategy and Ops executives?
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