Creating a Living Strategy

1. Creating a Living Strategy Rotary 2010

2. ROTARY INTERNATIONAL STRATEGIC PLAN Update to Rotary Clubs “This is a changing world. We must be prepared to change with it” Paul Harris, 1935

3. Strategic Planning • A Powerful Leadership Tool for: • Your Club • Your Business • Your Life

4. Strategy – A Fundamental Planning Process • Where are we today? • Where are we going? • How do we get there? • Are we on track? • How do we keep going?

5. Where are we today? Strengths / Weaknesses / Opportunities / Threats ·        A solid assessment of the starting point for the plan – from both internal and external perspectives. • Brainstorm then prioritize Distinctive Excellence ·        Assure that you don’t leave behind your best strength(s). What do we do really well?

6. Where do we want to be? Mission / Values ·        Set for us by RI – Object of Rotary Values ·        What’s important in how we do things? (Four Way Test) Vision ·        Choose your club’s destination – essential to the development of a plan, 5 years + look

7. How do we get there? Set the details towards the vision: • Core strategy selections / statements of strategy – (3 year goals typically) • Setting of specific one-year goals Disciplined action to achieve goals: • Assignment of action • Measurement of results to plan • Regular review and renewal

8. VISION A clear & compelling image of the future that inspires confidence and motivates change.

9. WHAT MAKES GREAT VISION? • Leader initiated • Shared and understood, supported • Positive – inspiring • Not a sure bet • Relevant A strong vision sets direction for your efforts, and creates alignment in an organization.

10. PATHWAY START • VISION • Organization • Team • Personal Strategy and Vision help keep your club on its pathway

11. District Strategy Clubs Objectives Actions Committees Results Values Putting it all together VISION Rotarians Mission (Object of Rotary), Values (Four Way Test)

12. Benefits of Strategic Planning • Creates alignment, sets direction • Within the club, aligned with RI and District • Reduces needed effort (and cost) • More efficient because we stay on track • Builds the team • We share common goals, work better together • Creates true high performance • Most important objectives are accomplished

13. Rotary International's Vision Rotary’s vision is to be the service organization of choice with dynamic, action-oriented clubs whose contributions improve lives in communities worldwide.

14. Core Values Full definitions can be found at www.rotary.org

15. Rotary’s Mission Statement We provide service to others, promote integrity, and advance world understanding, goodwill, and peace through our fellowship of business, professional, and community leaders.

16. Back to Basics Priorities & Goals

17. My Club – How do we start? • Review the RI and District Strategic Goals • Spend time with your team, develop a “vision” for your club that aligns (facilitator or on your own) • At least 5 years out, involve past, current, future presidents + members • Build core strategic goals (3 years+) in alignment with your club’s vision and the District strategy • Set actionable one year goals • Take action and stick with it throughout your year • Regularly review progress on goals - measure

18. Vision without action is merely a dream, Action without vision just passes the time, Vision with action can change the world. Joel Barker