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Questions for Leaders

Questions for Leaders. Relevance -“Value Proposition” What will make this association relevant to its members in the future. Renewal - “Plausible Promise” What will renew this association for the 21 st Century. What could we become? Resilience –”Deep Capacity and Values Resolution”

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Questions for Leaders

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  1. Questions for Leaders • Relevance -“Value Proposition” • What will make this association relevant to its members in the future. • Renewal - “Plausible Promise” • What will renew this association for the 21st Century. What could we become? • Resilience –”Deep Capacity and Values Resolution” • What will make this association resilient - developing a deep capacity for strategic planning/thinking. • Need to be “strategic” in a continuous status which will allow you to thinking in a innovation mode.

  2. What Makes an Issue “Strategic”? • When it materially effects (today or going forward) the viability or sustainability of the enterprise/system. • When it effects the whole system of operation (within other systems). • It’s not just a “value” issue – it’s a “values” issue. The intrinsic commitment is more important than the extrinsic outcome.

  3. Quotes to Keep In Mind! • “If we’re growing – good for us, but nothing lasts forever!” • “Are we reaching a point where we are running out of our original momentum?”

  4. Questions That We Must Answer • How Do We Maintain the “Strategic Goal” in a Continuous Process? • What is “Thoughtful Strategic Design”? • To answer these questions one must think of our organization as a “living organism”. • 70% is current systems maintenance • 20% is on going projects (extensions) • 10% is the future of the organization

  5. Strategic Planning vs Planning Strategically • Strategic Planning • Assumes a Stable and predictable environment. • No one system (including this organization) is ever in this situation! • If this is true – why do we continue to use a model that depends on a stable and predictible environment? • WE NEED TO “PLAN STRATEGICALLY”!

  6. Strategic Planning vs Planning Strategically • Strategic Planning • Creates multi-tasking activities that provide opportunities for an organization screw more things up at the same time. • Creates a highly fragmented environment. • Is used as a method of control by the board of directors. • Its evaluation happens at the periphery (members) not at the board level. • Key Focus: Stability, Predictability, Control

  7. Planning Strategically • You Cannot Plan Your Way into the Future! • Develop a very strong statement around what the organization believes in and let our efforts to support this message grow from that statement. • We need to be “stewards” of the organization, not “protectors” of it.

  8. Principles of an Organization • What are the 5 or 6 things we agree upon as an organization. • Explicit or Tacit • 99% of the time the goals of the organization are tacit. • Principles (the 5 or 6 things we agree upon) need to be “explicit”. • Strategies for these explicit principles should drive the budget.

  9. What We Need to Do • Identify our 5 or 6 core principles stated using no more than the front and back of single page! • Keep the core principles short and explicit. If you cannot articulate the strategies to others in 10 words or less – you’re not going to be able to articulate it to the stake holders of the organization!

  10. Planning Strategically – Taking The Next Step • Take the following materials home with you: • Jeff De Cagna’s Article “Building Your Association’s Strategic Capacity by Design” • The Power Point Hand out • The NDCEL Strategic Plan • Read/Review all three in the above order

  11. Some Things to Think About

  12. Planning Strategically – Taking The Next Step – Assignment 2 • Over the next ten days, challenge yourself to investigate “The Unthinkable” and think about the future of NDCEL. • Go over the NDCEL Strategic Plan and: • Identify (with a 1) the 5 or 6 core principles that you think should drive NDCEL in the future. You can add core principles of your own – but remember you can have no more than six! (think 10%) • Identify (with a 2) those items that you think are “on going projects” or extensions. (think 20%) • Identify (with a 3) those items that you think are “maintenance of the current system”. (think 70%) • Mail the Results to Doug by August 15th in the envelop provided. • Doug will review the results and develop our plan of “Strategic Capacity” based on your efforts for presentation at the October Board meeting.

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