Maria Reumert Gjerding and Lars Midtiby
Fundamentally, the leadership role is also about communicating about the strategy, as much as possible. It's important that the strategy comes alive — and that we learn from our actions along the way and adjust where needed
What is strategy for you?
Strategy is a common direction that gives an understanding of where you want to move the area. It is about the strategic direction that an organization should move in.
It is important to do so with respect in an organization such as the Danish Nature Conservation Association, which is an association with more than 100 years of experience in creating proud results. Therefore, ownership and co-responsibility among many voices must be ensured through the organization.
In the past, the organization has been more divided compared to those who sat centrally in the Danish Nature Conservation Association and those who worked decentrally in the local associations. It also meant that the strategy approach was characterized by fragmentation in the form of a strategy that was not shared ownership of out in the organization. The passion has always been strong and we wanted to keep it. But we wanted to give it a more common direction.
In this way, the association's ongoing strategic period has also been a cultural development process, which is both about political method and policy objectives. For example, it has been discussed very thoroughly whether DNCA is an organisation that makes partnerships and alliances, for example, with agriculture and has a greater focus on children and young people.
“We have been working on a strategic movement where proactive stakeholder engagement is more important. It has also opened up new volunteer forces within the association. The classic cases and our strong position as a critical hearing partner will thus become a less prominent element of the association's work.”
What is the biggest challenge in your strategy implementation?
One of the strategic challenges of an NGO like the Danish Nature Conservancy Association is that it is a volunteer-run organization that calls for a different form of management than classical hierarchical management. When management is to lead volunteers, a following must be built up. And the common strategic and national agendas must be linked to local interests and causes that are passionate about.
Specific in relation to DNCA, jointure and joint ownership are not created through a cosy management and secretarial project. There needs to be a dialogue that brings many perspectives on the field, and makes the objectives common. We could never bring about the change we are embarking on without the contributions of active members. We have listened, set a direction, and then we need to get out to communicate and be in dialogue.
Another challenge early in a strategy process is creating a shared recognition of the importance of moving as an organization. When an organization embarks on strategy realization, it is about showing a genuine willingness to prioritize.
“The strategy is a prioritization tool. You have to remove something that you don't have to have anymore. It is a difficult and crucial process to prioritize something away. It's a crucial element, and something that will often make waves.”
One recommendation is to dwell on creating that shared cognition and ownership. Show willingness to prioritize. That is crucial. If you just put 5% on top, then it's not a new strategic direction. We need to cut things away.
How do you lead strategy realization?
Part of the management of strategy realization enters directly into the formal structures of the association, where managers and employees revisit the different sub-strategies. Important to focus on where the association makes the greatest difference and work systematically, structured and disciplined.
“We continuously take stock of what we have achieved — and look at how new projects connect to the strategy. We also ask about the strategy in employee surveys.”
“The strategy is also helpful when it comes to fund applications. When a project has a clear grounding in the strategy, it sends a signal to the funds that there is a clear ownership of the project. So it is not just a small project that gets to live a quiet life in a corner, but something that is important for the whole association”
“Fundamentally, the leadership role is also about communicating about the strategy, as much as possible. It's important that the strategy comes alive — and that we learn from our actions along the way and adjust where needed.”
Management of strategy is also management of change, and especially during the strategy period DNCA is in, when both the strategic focus, working methods and the relationship, including the central and decentralized levels of the association, have changed. A process of change, in which active efforts are made to play each other well at all levels of the organization — also in the interaction between Maria as political leader and Lars as director. Here, the division of labor is characterized by a strong interaction between Maria's visions and networks in the political landscape and Lars's systematics and implementation focus.
Strategy of the Danish Association for the Conservation of Nature
Strategy 2022-2026 is entitled: A more collaborative, impactful and relevant Danish Nature Conservation Association
The mission is for Denmark to become a sustainable society with a beautiful and varied landscape, a rich and diverse nature, a clean and healthy environment and without negative climate impacts.
The vision contains 5 headings that describe how DNCA will lead the way and show the way through professionalism, matter-of-factness, commitment, democratic community and inspiration:
- Politics: A credible and indispensable green voice
- Active & Volunteer: Focal Point and Community for Action
- Children: Bringing children closer to nature to create enthusiasm for nature
- Youth: Attractive and relevant community for young people who are passionate about the green agenda
- Members: Translate popular support for the Green Agenda into membership growth and action and value for members
Success criteria, quantitative targets are worked on, and progress and challenges are reported continuously. Local board members and other volunteers are offered courses and activities that support turning the strategy into action. And management, staff and volunteers link the strategy to everything from major political battles like the Tripartite Negotiations to specific local nature activities for children and families.
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