The Management Journey: From Vision to Action!

1. The Management JourneyFrom Vision to Action!!! Gregg Patterson President, “Tribal Magic” Creators of WOW---Builders of Community “Necessity is the mother of invention………” gjpair @ aol.com

2. The “Cycle”---Vision to Action • Acceptance---change is happening. • Vision---identifying “where to go.” • Action---how to get “There” from “Here.” • Repeat---Endlessly!

3. The Mission • Knowing---“The Why” of clubs. • Enlarging---“The Journey.” • Finding Distinguishers---that “enlarge the journey.” • Paying for “Enlargement”---“The Value Equation.” • Finding---ideas with utility.

4. Needing “The Vision” • Necessity is a powerful---“change agent.” • Identifying---The new wave. • Macro Vision---Enlarging “the club pie.” • Micro Vision---Enlarging “your share” of the pie. • Accepting------The experience economy. • Looking for--------more “zings per minute.”

5. The Future Will Come---What’s “Shifting”? • Paradigms---rules that have proven successful • in solving problems. • 2. Our behaviors are “paradigm driven”. • 3. Paradigms can be handicaps for the future--- • Paradigm Paralysis. • 4. Paradigm Shift---new ways to deal with old problems.

6. The Future Will Come---What’s “Shifting”? • 5. Paradigm principles: • New paradigms arrive before they’re needed. • Outsiders often “change the paradigm.” • You don’t have to invent the paradigm yourself. • The current paradigms block one’s vision.

7. The Future Will Come---What’s “Shifting”? • 6. Paradigm shifts: • Wanting---easy, quick, casual, zing’y. • Club as “entertainment center”. • Health and fitness. • Women. • Family Friendly • Loyalty---be gone! • 7. Waves come and go---which one are we riding now???

8. Finding The Vision---The Process • Creativity---The “21st Century Distinguisher.” • “Creators” Think Free------Think Grey. • The Process isn’t---easy---quick---or pretty: • Troubles---and scribble. • Yap---and scribble. • Consume---and scribble. • Ponder---and scribble. • Ink It---action time. • Flop and fumble---and scribble. • Digest---and scribble. • Reconstitute---and scribble. • Disgorge---and scribble.

9. Needing “Change Tools” • Culture---the TANGIBLE expression of a value system. • The Club Culture Template: • Governance. • The Why. • Goods, Services, Programs. • Facility. • Aesthetics. • Behaviors. • Finances. • Brands---Myths---Stories. • Communications. • People---staff and members / customers • Needing------Grid Thinking.

10. Translating “Vision” to “Action” • Doing “Right”---The Leadership “Barbell”: • Audit “Here.” • Identify “There.” • Assemble “The Who.” • Outline “The How.” • Stimulate with “The Buzz.” • Management---getting “right” done with the least expenditure of time, money and resources.

11. Needing------Speed “Round Tabling” • The question. • The group. • The Group Facilitator / Speaker. • The Group Recorder. • The Group Contributors. • Timed “Ponder time”--- “work expands so as to fulfill…….” • Facilitated discussion. • The “Big Switch”

12. The Closing Question!!!

13. The Summing Up • Every great owner / manager is a cultural anthropologist. • The need for Reflective Practioning. • The owner / manager as cultural leader--- leading the change. • Vision without action is a daydream…….

14. Further---Group Ponderings Which Questions Deserve “Caffeine and Conversation???” • What are the ‘big trends’ impacting club culture? • What are the characteristics of a “great club”? • Why do clubs die??? • What are the characteristics of an “Activist Club Manager”---and the downside of being one? • What is “strategic thinking” and how would one create a strategic plan for a club? • What is “leadership” and what are the characteristics of a great club leader?

15. Further---Group Ponderings Which Questions Deserve “Caffeine and Conversation???” • Are clubs “shifting” and if so, how? • How does a manager create a unified club culture? • What skills are needed to be a success in a changing club environment? • What tools can a new manager use to change a club’s culture? • What should CMAA be doing to better prepare managers for club leadership? • What is “The Process” for and tactics needed to find new ideas to resolve club issues??? • What tactics / values are needed to keep good people---and keep them motivated? • What issues should be addressed by the club to ensure a “good transition” between managers???

16. Further---Group Ponderings Which Questions Deserve “Caffeine and Conversation???” • What are the advantages and disadvantages of staying at a club, as general manager, for a long time? • How can a manager establish his or her leadership in the first month at a new club??? • How can a new manager build his or her “New Network” at their new club??? • How can a new manager go about analyzing a new club’s “culture?” • How does a club create and lose a “trust culture?” • What changes are we witnessing in “American Values”? • Why should a manager enthusiastically embrace more—rather than fewer!--- committees???

17. Further---Group Ponderings Which Questions Deserve “Caffeine and Conversation???” • When is it “time to go” for a club manager? • How should a manager go about creating a “culture of creativity”? • Identify “symbolic leadership moments” that will dramatize a manager’s leadership position. • How can a manager develop lieutenants into more effective leaders? • How can a G.M. weave a new member family into the fabric of the club??? • What’s on the “scorecard” Head Hunters use in evaluating G.M. candidates? • How does a manager define “personal and professional success???”

19. Extras!!!

20. Now--- “The Nudge” • Now that you know ‘there’, how to get the club from ‘here’ to ‘there.’ • Nudge--- “Influencing those who make decisions to make decisions consistent with your vision of the good”. • Possesses----------the Lubricants of Nudge: • The “Passion”. • The “Knowing”. • The “Curiosity.” • The “Yap”. • The “Scribble”. • The “Like.” • The “Interesting.” • The “Success”. • The “Credentials.” 20 20

21. Who You Are---The Club • Coherent Cultures Have: • Stories---a commonly known, understood and re-told anecdotes. • Information---wide spread, enfranchised, facilitated. • Group Identity---clear values and visions. • Group Identity---Markers identifying distinguishing norms. • Group Identity---Brands that excel at delivering member needs. • A focus on Relationships. • How coherent is your club??? • What forces are making your club less coherent? • How can you create greater “coherence?”

22. Where We’re Going • The need to “tweak the club” to stay relevant. • Finding new “contradictions” and “rips” that club cultures can repair. • Macro Cultural Trends that will effect Club Cultures: • Casual. • Time efficient---more “zings per minute.” • Changing demographics---the aging population. • Changing demographics---fleeing to the sun. • Changing demographics---the multicultural young. • Changing demographics---retiring boomers. • Changing demographics---the nomadic executive (executive gypsies). • Finances---fleeing from debt toward “conspicuous virtue” and away from “conspicuous consumption.”

23. Where We’re Going • Macro Cultural Trends that will effect Club Cultures---continued: • Yet---a willingness to pay for service. • Image is difficult to change--- tough to change your reputation. • A lavish style of spending fueled by debt. • More niche marketing. • The “net connection” imperative. • Luxury being marketed to the masses. • Defining “family” and how to service this changing definition.

24. Where We’re Going • Macro Cultural Trends that will effect Club Cultures: • The young---career “balance and flexibility.” • Family focus. • The executive mom and the woman executive. • Reduced personal time. • Time more valuable than money. • “Reconnecting time” with family and friends---the “ad hoc occasion group.” • Personalization---and willing to pay to get it. • The search for “deals” and pride in finding them.