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Leadership & Governance

Leadership & Governance. Level 2. Hello!. Deb Bell - Boyceville, Region 1 Lisa Glaser - Muskego, Region 7 Gina Pagel - Waunakee, Region 6. Leadership & Governance Competencies - Level 2. How are we going to do all of that?.

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Leadership & Governance

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  1. Leadership & Governance Level 2

  2. Hello! Deb Bell - Boyceville, Region 1 Lisa Glaser - Muskego, Region 7 Gina Pagel - Waunakee, Region 6

  3. Leadership & Governance Competencies - Level 2 How are we going to do all of that? • Creates trusting relationships and builds consensus among leaders on governance activities and strategic objectives. • Builds and maintains productive internal and external relationships. • Empowers others and promotes a culture that appeals to the different motivations of members while recognizing the contributions of all. • Educates others on Association strategies and tactics to advance organizational long-term goals and priorities. • Identifies and builds a diverse group of leaders to take on greater roles and responsibilities in the Association.

  4. Strategic Planning

  5. It’s a PROCESS It’s also a DIALOGUE and it must be INTERACTIVE

  6. Why is this Important? “Shared visions emerge from personal visions. This is how they derive their energy and foster commitment. . . if people don’t have their own vision, all they can do is sign-up for someone else’s. The result is compliance, never commitment.” -- Peter Senge The Fifth Discipline noted from Data, Data Everywhere by Victoria L. Bernhardt, Ph.D. “In order to anticipate, adjust, and adapt to changes in the environment, leaders plan strategically. . . . Internal change is necessary to adapt the changes that are already occurring externally .” Ebener & Smith

  7. Core Values, Mission, & Vision

  8. Core Values

  9. Identifying Core Values What beliefs drive your work?

  10. Why does your organization engage in the activities in which it engages? Core Values • describe your organization • define what you believe in • based on evidence

  11. Contemplate, Choose, Commit Contemplate What do your actions as a organization say about you as an organization? Why do members choose to be a part of your organization? Choose What number of core values do you want to use? How will you combine/refine your core values to meet your needs? Commit How will you operationally define your core values? For your members? For the public?

  12. Why do you choose to stay in the union? What do you believe are the essential roles of the union in representing all members? Think it Through Why do your members choose to stay in the union? What do your members believe are the essential roles of the union in representing all members? Contemplate

  13. Contemplate Use your answers to the previous questions to determine the core values of your organization • Highlight the values that indicate why you choose to stay a union member and what you believe are the essential roles of your union in one color. • Highlight the values that indicate what you believe yourmembers think are the essential roles of your union in another color. • Identify the values that overlap and place them on your core values ½ sheet. Also place any other values you think are missing from your list.

  14. Choose • Create a hierarchy for the values identified. • Identify what they mean and why you chose them. • Be willing to discuss your thoughts and be open-minded enough to listen to the thoughts of others. • Refine & combine value words where possible. • The goal is to come to a consensus on the core values.

  15. Commit • Decide on the number of values you want to use. • Define what the values mean to your organization and your members. • Find the evidence of this value in your actions as an organization • Write core value statements that convey your belief about this core value in the context of your organization.

  16. Missions & Visions

  17. Mission vs. Vision What you do What you want to happen

  18. Mission? Or Vision?

  19. Developing a Mission Why do you exist?

  20. Mission

  21. Mission

  22. The Good, The Bad, The Ugly

  23. Mission Mission Statements

  24. Developing a Vision How the world will improve as a result of your work?

  25. Vision

  26. The Good, The Bad, The Ugly

  27. Vision Vision Statements

  28. Strategic Goals, Objectives, & Action Steps 3 x 3 x 3

  29. Strategic Goals - The What • Large achievements you want to reach over a period of time (months, years . . .) • Identify the most critical concerns/ priorities of your organization • SWOT • Data → Intelligence

  30. Strategic Goals • Comprehensive - covers the landscape • Critical - impact must be crucial to the organization • Changeable - involves significant change in a positive direction • Controllable - within the control of the organization • Requires the ACTIVE participation of a mix of leaders at all levels, followers, and managers

  31. Strategic Goals • Once you have identified the goals, turn them into questions • “How can we . . . ? • E.g.: How can we increase membership?

  32. Strategic Objectives - The How • These should answer the questions posed by your strategic goals • They are “themes” • More specific than goals, but less specific than action steps • E.g.: How can we increase membership? • Build stronger relationships

  33. Action Steps • SPECIFIC actions you will take to address the objective (and the overall goal) • How can we increase membership? • Build stronger relationships • How can we build stronger relationships? • Increase face-to-face conversations to a monthly basis (check-ins)

  34. Strategic Goal Increase local membership by 15% • Identify 3 ways (objectives) you can accomplish this • Identify 3 action steps that must take place for you to accomplish each objective

  35. So What?

  36. Why is this Important? “Shared visions emerge from personal visions. This is how they derive their energy and foster commitment. . . if people don’t have their own vision, all they can do is sign-up for someone else’s. The result is compliance, never commitment.” -- Peter Senge The Fifth Discipline noted from Data, Data Everywhere by Victoria L. Bernhardt, Ph.D. “In order to anticipate, adjust, and adapt to changes in the environment, leaders plan strategically. . . . Internal change is necessary to adapt the changes that are already occurring externally .” Ebener & Smith

  37. Resources Ebener, Dan R., and Frederick L. Smith. Strategic Planning: an Interactive Process for Leaders. Paulist Press, 2015. Top Non Profits https://topnonprofits.com/vision-mission/

  38. Thanks! Deb Bell -- debrahazb@sbcglobal.net Lisa Glaser -- 1uniongirl@gmail.com Gina Pagel -- rvpagel@gmail.com

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