1 / 53

United Centers for Spiritual Living

Leaders were asked what they see as their primary role at United Centers for ... In your leadership position at United Centers for Spiritual Living, what do you ...

Sharon_Dale
Download Presentation

United Centers for Spiritual Living

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

    Slide 1:United Centers for Spiritual Living Leadership Brand Research Survey Report December 16, 2007

    6144 Wahl Road Freeland, WA 331-6667 cpettis@brand.com www.brand.com © 2007 BrandSolutions, Inc. CONFIDENTIAL

    Slide 2:Overall Project Goals & Objectives

    Define, communicate, and live a compelling, credible, trusted, and unified leadership identity across all leadership levels and activities within our organization. Help leaders, managers, staff, ministers, practitioners and members better understand the purpose and role of leadership. Get all leaders across our organization on the same page. Become more clear and effective in all leadership activities. Help attract and retain high-quality leaders. Establish specific leadership characteristics and best practices along with tangible behaviors to help build a world-class leadership team that is able to produce world-class performance. Increase the reputation, image, and perceived value of the United Centers for Spiritual Living brand. Be a great organization.

    Slide 3:Project Methodology

    Leadership Brand Workshop held on August 4 and 5, 2007 at Asilomar. The “Leadership Brand” structure is based on two books by Jim Collins: Good to Great: Why Some Companies Make the Leap... and Others Don’t Why Business Thinking Is Not the Answer – Good to Great and the Social Sectors – A Monograph to Accompany Good to Great Online survey with United Centers for Spiritual Living’s leadership, including ministers, practitioners, council and board members, and directors and coordinators. United Centers for Spiritual Living sent an email “blast” to their leadership. 318 surveys were completed. 88 of these were ministers, 185 practitioners, and 45 with other positions in United Centers for Spiritual Living, but not a minister or practitioner. (Note: 14 people said they were both a minister and a practitioner; these 14 people were put into the minister category of the data). The 318 total responses provides a margin of error of +/- 4.3% at the 95% confidence level. Reporting note: Selected verbatim responses are included in the report to provide insight and highlight the main themes coming from these open-ended responses. The full list of these responses is provided in a separate Word document.

    Slide 4:Primary Role in Position at United

    Leaders were asked what they see as their primary role at United Centers for Spiritual Living. Ministers, generally speaking, see their role as teaching Science of Mind, and to be a living example of its principles. Practitioners see their role as supporting the ministers and the congregants, and to also live the principles. Several said their role is to “walk the talk.”

    Slide 5:Primary Role in Position at United - Ministers

    Slide 6:Primary Role in Position at United - Practitioners

    Slide 7:Primary Role in Position at United – Other Leaders

    Slide 8:Effective Management Traits

    Leadership was asked to choose the five management traits they think United Centers for Spiritual Living should emphasize in order to make it a great organization. As the table on the next slide shows, “Visionary – vision is a regular part of our agenda,” and “Open and frequent communications,” are the two management traits mentioned most often as the most important to emphasize in order to make United a great organization. Ministers are much more likely than practitioners or “others” to mention “visionary.” The rest of the traits are mentioned fairly consistently across the three leadership types. (Note: only those traits with 20% or more are listed).

    Slide 9:Effective Management Traits

    Q3a: “Below are a number of potential “effective management” traits. Please select the five traits that you think are most important for the leadership of United Centers for Spiritual Living to emphasize, in order to make it a great organization. If there are any good management trails not included here that you think should be included, please type them in by ‘Other.’”

    Slide 10:Effective Management Traits

    When asked which one management trait is most important, “visionary,” “open and frequent communication,” and “unconditional love” are the three most frequently chosen. Q3b: “Which one of these “effective management” traits do you think is most important?”

    Slide 11:Why “Visionary” is Important - Ministers

    Slide 12:Why “Visionary” is Important - Practitioners

    Slide 13:Why “Visionary” is Important - Others

    Slide 14:Why “Open & Frequent Communication” is Important - Ministers

    Slide 15:Why “Open & Frequent Communication” is Important - Practitioners

    Slide 16:Why “Open & Frequent Communication” is Important - Others

    Slide 17:Why “Unconditional Love” is Important - Ministers

    Slide 18:Why “Unconditional Love” is Important - Practitioners

    Slide 19:Ineffective Management Traits

    “Poor communication” is the management trait mentioned most often as one to avoid by United leadership. “Adversarial,” “Judgmental,” and “Resistant to change” are the next most frequently mentioned traits to avoid. The results are fairly consistent across leadership types. Q4a: “Below are a number of potential “ineffective management” traits. Please select the five traits that you think are most important for the leadership of United Centers for Spiritual Living to avoid, in order to make it a great organization. If there are any bad management trails not included here that you think should be included, please type them in by ‘Other.’”

    Slide 20:Ineffective Management Traits

    “Poor communication” and “adversarial” are the two most mentioned traits when leadership was asked to choose the one trait most important to avoid, with “judgmental,” “negative” and “disconnected” following. Q4a: “Below are a number of potential “ineffective management” traits. Please select the five traits that you think are most important for the leadership of United Centers for Spiritual Living to avoid, in order to make it a great organization. If there are any bad management trails not included here that you think should be included, please type them in by ‘Other.’”

    Slide 21:Why “Poor Communication” is Important to Avoid – Ministers

    Slide 22:Why “Poor Communication” is Important to Avoid – Practitioners

    Slide 23:Why “Poor Communication” is Important to Avoid – Others

    Slide 24:Why Adversarial” is Important to Avoid – Ministers

    Slide 25:Why “Adversarial” is Important to Avoid – Practitioners

    Slide 26:Why “Adversarial” is Important to Avoid – Others

    Slide 27:Goals

    Leaders were asked to choose the two goals from a list of five that they are most passionate about United Centers for Spiritual Living excelling at. “Creating and providing spiritual tools to transform lives and make the world a better place,” and “Teaching the principals and practices of Science of Mind” are clearly the top two goals leadership would like to see United Centers for Spiritual Living excel at. Q5a: “In terms of your leadership role within United Centers for Spiritual Living, please tell us which of the following goals you are most passionate about. Please choose two goals below that you are most passionate about United Centers for Spiritual Living excelling at.”

    Slide 28:How Define “Great”

    Leaders were asked how they would define “great” for United Centers for Spiritual Living. While there were a lot different answers, the one that came up most often is to have a positive impact in the world. A related answer pertained to being recognized worldwide, gaining widespread visibility, and other similar answers.

    Slide 29:How Define “Great” - Ministers

    Slide 30:How Define “Great” - Practitioners

    Slide 31:How Define “Great” – Other Leaders

    Slide 32:Big Goal

    Leaders were asked which one of nine “big goals” they think is most inspiring, motivating and could be achieved if all of the leaders at United Centers for Spiritual Living worked together. Clearly, “Touch and transform 100 million lives (through prayer, web site visits, downloads, book sales, magazine subscriptions, more communities, larger communities, etc.) is the top “big goal.” Q7a: “Most successful and “great” organizations have a big, long-term goal that they have set for themselves. It is the big mountain to climb over the next 10 to 20 years. This big goal is a way to stimulate and inspire progress while preserving the core organizational brand identity. It is an envisioned future, a unifying point of effort that galvanizes team spirit through a vivid description. What one of the following big goals do you think is most inspiring, motivating, and could be achieved if we all worked together?”

    Slide 33:Evidence/Benefits of Achieving “Touch & Transform 100 Million Lives - Ministers

    Slide 34:Evidence/Benefits of Achieving “Touch & Transform 100 Million Lives - Practitioners

    Slide 35:Evidence/Benefits of Achieving “Touch & Transform 100 Million Lives - Others

    Slide 36:Best Method for Driving the Resource and Economic Engine

    Leaders were asked which of four methods for driving United Centers for Spiritual Living’s resource and economic engine would be most effective. By far, leadership says that visibility, brand awareness and reputation is the best way to drive the organization’s resource and economic engine. Q8: “What one of the following do you think would be most effective at driving United Centers for Spiritual Living’s resource and economic engine -- so that we can spend less time worrying about money and more time fulfilling our mission?”

    Slide 37:Primary Purpose of United’s Leadership

    Leaders were asked what they think should be the primary purpose of United Centers for Spiritual Living’s leadership. Providing organizational and spiritual direction is the most often mentioned, with carrying forth the vision, and model spiritual living following. Q9: “What do you think should be the primary purpose of United Centers for Spiritual Living’s organizational leadership?”

    Slide 38:Most Important Beliefs and Best Practices

    Leaders were asked what they think are the most important beliefs and best practices that should be personally adopted by all leaders and leadership Cores of United Centers for Spiritual Living. Having a deep, spiritual practice is by far the belief/best practice that leaders choose as the most important. Open, authentic communication is the second most important belief/practice, but it is far behind deep, spiritual practice. Q10a: “What are the most important beliefs and best practices that should be personally adopted by all leaders and leadership Cores of United Centers for Spiritual Living? Check the two that you think are most important.”

    Slide 39:What Do to Prove “Deep, Spiritual Practice” is Being Put Into Effect - Ministers

    Slide 40:What Do to Prove “Deep, Spiritual Practice” is Being Put Into Effect - Practitioners

    Slide 41:What Do to Prove “Deep, Spiritual Practice” is Being Put Into Effect - Others

    Slide 42:Category Descriptor

    There is no clear consensus on the best category descriptor. The “Spiritual Leadership Team” of United Centers for Spiritual Living, and The “Leadership Team” of United Centers for Spiritual Living, get about the same percentage. However, for practitioners, The “Spiritual Leadership Team”…is preferred. Q12: “Which one of the following descriptors is the best short way of describing our entire leadership group at United Centers for Spiritual Living?”

    Slide 43:Positioning Statements

    Three positioning statements were tested. They were: Statement A: The leadership of United Centers for Spiritual Living carries forth a vision of teaching the principles and the practice of Science of Mind to touch and transform 100 million lives. Statement B: The leadership of United Centers for Spiritual Living facilitates our extraordinary vision of spiritual living to touch and transform lives. Statement C: United Centers for Spiritual Living teaches the principles and practice of the Science of Mind for personal and global transformation. Statement C is the clear favorite, overall and by each group of leaders. Q13a: “Please read the positioning statements, and then rate each positioning statement on a scale of 1 to 10, where “10” means “Very compelling and credible” and “1” means “Not compelling and credible,” as a statement for United Centers for Spiritual Living leadership/Which one of the statements do you think is best?”

    Slide 44:Final Comments from Ministers

    Slide 45:Final Comments from Practitioners

    Slide 46:Final Comments from Other Leaders

    Slide 47:Summary of Findings

    Slide 48:Findings & Conclusions

    Top Leadership Goals Creating and providing spiritual tools to transform lives and make the world a better place. Teaching the principles and practices of Science of Mind. Leadership Values, Ethics & Behaviors to Emphasize Have a deep, personal spiritual practice. Open, clear and frequent communication & listening. Act with unconditional love, kindness and compassion. Visioning is a regular part of our agenda. Leadership Behaviors to Be Avoided Poor and infrequent communication. Adversarial (us vs. them). Judgmental.

    Slide 49:Findings & Conclusions

    Primary Purposes of Leadership Provide organizational and spiritual direction & vision. Be an exemplary example of “spiritual living.” Our “Big Goal” Touch and transform 100 million lives. How We Define “Great” and Great Results Become a “household” name. Be recognized as a great spiritual & religious organization. Be a force for positive change in the world. Method for Driving our Resource and Economic “Engine” Increase the visibility, brand awareness, and reputation of United Centers for Spiritual Living.

    Slide 50:Findings & Conclusions

    Brand Archetype (our “personality”) The Leadership Team is a combination of the Magician and Disciplined Achiever archetypes – a Disciplined “Magician” Achiever United Centers for Spiritual Living’s organizational brand archetype is “Magician” with attributes of: catalyst for change & transformation, visionary, spiritual, and healer. The Leadership Team brings the discipline and focus (“Disciplined Achiever”) needed to achieve the organization’s goals through vision, accountability, and by assessing needs and developing and assigning resources. needs and developing and assigning resources. Category Descriptor (what we call ourselves) The “Leadership Team” of United Centers for Spiritual Living. The “Spiritual Leadership Team” of United Centers for Spiritual Living. Positioning Statement for the Leadership Team (our most repeated message about “what we do”) The Leadership Team (of United Centers for Spiritual Living) teaches the principles and practice of the Science of Mind for personal and global transformation.

    Touch and transform 100,000,000 lives Target Audiences The Leadership Team teaches the principles and practice of the Science of Mind for personal and global transformation. © 2007 BrandSolutions, Inc. What are you deeply passionate about? What you can be the best in the world at? Creating and providing spiritual tools to transform lives and make the world a better place. Teaching the principles and the practices of the Science of Mind. Positioning Statement Have a deep, personal spiritual practice Open, clear and frequent communication & listening Act with unconditional love, kindness and compassion Visioning is a regular part of our agenda Values, Ethics & Behaviors to Emphasize United Centers for Spiritual Living - Leadership Brand Identity Map Brand Archetype Disciplined “Magician” Achiever “The “Leadership Team” of United Centers for Spiritual Living Defining “Great” What outputs define great results? Become a “household” name Be recognized as a great spiritual & religious organization Be a force for positive change in the world Organizational leaders Covenanted members Category Descriptor The visibility, brand awareness, and reputation of United Centers for Spiritual Living What drives your resource engine? What is your “Big Goal?” BHAG Provide organizational and spiritual direction & vision Be an exemplary example of spiritual living HEDGEHOG CONCEPT – Our Goals LEVEL 5 LEADERSHIP - Purposes of Leadership December 16,, 2007 Behaviors to be Avoided Poor & infrequent communication Adversarial (us versus them) Judgmental

    Slide 52:Recommendations from BrandSolutions

    Encourage all leaders to have and build an even stronger spiritual practice. Be exemplary examples of “spiritual living.” Communicate, communicate, communicate. Use your “Big Goal” as a focal point for organizational change and excitement. Develop and execute an aggressive integrated marketing communications program to increase visibility and brand awareness of United Centers for Spiritual Living. Use the Leadership Brand Identity to identify, evaluate, and review current and future leaders. Create an organizational chart of your Leadership Team to clarify everyone’s role and position in the organization. Integrate United Centers for Spiritual Living and Religious Science International into one great organization.

    Slide 53:Thank You!

    For the opportunity to be of service.

More Related