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Strategic Planning Workshop

Strategic Planning Workshop . Winter Leadership Meeting February 2, 2013. What is Leadership?. Servant Leadership Creating and Communicating Vision Promoting and Initiating Change Building Partnerships Valuing Diversity Managing Information and Technology Achieving Balance

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Strategic Planning Workshop

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  1. Strategic Planning Workshop Winter Leadership Meeting February 2, 2013 Melby, Cameron & Anderson, Inc

  2. What is Leadership? • Servant Leadership • Creating and Communicating Vision • Promoting and Initiating Change • Building Partnerships • Valuing Diversity • Managing Information and Technology • Achieving Balance American Society of Association Executives Foundation Melby, Cameron & Anderson, Inc

  3. Board Duties and Responsibilities • Duty of Care Prudence and Preparation • Duty of Loyalty Subordinate self interest to good of whole • Duty of Obedience Adhere to rules/bylaws/policies Melby, Cameron & Anderson, Inc

  4. BOARD FUNCTIONS • To approve outcomes to be accomplish • To ensure the resources that are necessary for achievement are available and used efficiently • To make sure the desired outcomes are being achieved Melby, Cameron & Anderson, Inc

  5. WHY STRATEGIC PLANNING? • Primary responsibility of Leadership • Best use of available resources • Makes decisions in advance • Builds community • Builds continuity • Encourages assessment Melby, Cameron & Anderson, Inc

  6. WHAT IS STRATEGIC PLANNING? • Identifying why we exist • Stating what we want to become • Specifying what we are going to do to fulfill our mission/vision • Defining our culture Melby, Cameron & Anderson, Inc

  7. Four Horizons of Planning and Thinking Strategically Core Ideology/Core Purpose/Core Values • 10-30 Years (Envisioned Future) Big Audacious Goal – Vivid Description • 5-10 Years (Critical Factors) Assumptions about the Future • 3-5 Years (Strategic Planning) Goals/Objectives/Strategies – Value Discipline • 1-2 Years (Action Planning) Operational Plan/Strategic Plan Review Melby, Cameron & Anderson, Inc

  8. The Planning Process • Mission (Why do we exist?) • Vision (What do we want to become?) • Values (What will our “culture” be?) • Goals (What are the components?) • Objectives (What will we do?) Melby, Cameron & Anderson, Inc

  9. Drucker’s Five Questions • What is our business? • Who are our customers? • What do our customers consider VALUE? • How are we doing in providing value? • What is our plan? Melby, Cameron & Anderson, Inc

  10. The Planning Model STRATEGIC TACTICAL OPERATIONAL Melby, Cameron & Anderson, Inc

  11. IT’S A PROCESS! Melby, Cameron & Anderson, Inc

  12. MISSION STATEMENT • If there were no IAAP, why would we create it? • Who are we serving? • What are we doing here? • What are we providing? • What is the result of our work? Melby, Cameron & Anderson, Inc

  13. Mission Statement Enhancing the success of career-minded administrative professionals by providing opportunities for growth through education, community building and leadership development. Melby, Cameron & Anderson, Inc

  14. VISIONWhat are we building? • What do we want IAAP to look like at some point in the future? • Provides us with a definition of success. • Provides us with a clear picture of where IAAP is going? • Suggests a “route” to get there. • CLEAR- SHARED - COMPELLING Melby, Cameron & Anderson, Inc

  15. Core Values “Perhaps more than at any previous time, an organization today must know what it stands for and on what principles it will operate. No longer is values-based organizational behavior an interesting philosophical choice…it is a requisite for survival.” Blanchard & O’Connor Managing by Values Melby, Cameron & Anderson, Inc

  16. Core Values • Integrity:We demonstrate this cornerstone of our profession through honesty, accountability and high ethical standards. • Respect: We create respect within our profession and association through listening, understanding and acknowledging member feedback. • Adaptability:We ensure the success of our association by embracing positive change and by nurturing diversity, creativity and visionary thinking. • Communication:We cultivate and maintain excellence by remaining approachable at all levels, communicating openly and building strong relationships. • Commitment:We are steadfast in our goals to develop learning opportunities for career-minded administrative professionals and to strengthen efficiency and effectiveness. Melby, Cameron & Anderson, Inc

  17. Dealing With Change • Change is Discontinuous • Change Affects Different Stakeholders in Different Ways • Stakeholders have Shorter Horizons • Shift from “Long-Range” to “Strategic” Melby, Cameron & Anderson, Inc

  18. The Sigmoid Curve RENEWAL C C C B SUCCESS A D TIME RESILIENCE RELEVANCE DANGER ZONE Melby, Cameron & Anderson, Inc

  19. KEYS TO SUCCESSFUL IMPLEMENTATION • Get everybody’s fingerprints on it. • Build your Board agenda around it. • Build annual priorities/programs of work. • Celebrate successes. • Report to the members. • Live your values. (c) Melby, Cameron & Hull

  20. Contact Information Lynn L. Melby, CAE Melby, Cameron & Anderson 23607 Hwy 99, Suite 2C, Edmonds, WA 98020 425/774-7470 lmelby@mcamgmt.com Melby, Cameron & Anderson, Inc

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