Honor Respect Devotion to Duty Please be seated…. Only one person from a Division at the same table

2011 Flotilla / Division Leadership Course Honor Respect Devotion to Duty ESTABLISHING DIVISION GOALS Garrison Bromwell, DSO-MT, PDCDR

What You Will Learn Importance of VISION Using SWOT Aligning that vision Realism & Pragmatism Execution & Measurement Feedback & Rewards 2011 DLC – Division Goals

Why have goals? We need to know where we are going. What are the potential roadblocks – either real or perceived? And how can we remove them? How do we know when we get there? 2011 DLC – Division Goals

Why have goals? Elected and appointed officers should make sure members know what the Division as a whole is trying to accomplish during the year DLC – Division Goals

What’s a Vision Statement? Broad mission statement Ask these questions – o What do you like about being a part of this organization? o What do you like about this organization’s mission? o When its at its best, what do you most like? o What legacy do you want to leave? o What legacy should we collectively leave? 2011 DLC – Division Goals

One definition of Goals… DLC – Division Goals

Do A SWOT Analysis o Outline your vision for the year o Do a SWOT analysis (Strengths, Weaknesses, Opportunities and Threats) o Anticipate change and exercise flexible thinking o Consult With Staff Officers and members o Be patient with ambiguity o Analyze the Division’s Resources o Identify Operational Objectives 2011 DLC – Division Goals

Aligning Goals Honor, Respect, Devotion to Duty What are the Coast Guard goals for the Auxiliary: o Check District and National Goals Obtain commitment to goals Prioritize goals according to their importance Specify the time span involved Specify how the performance will be measured 2011 DLC – Division Goals

Develop a plan Defining the Division’s objectives Establishing an overall strategy for achieving those goals Developing the means to integrate and coordinate necessary activities o What was done in the past? o Were the goals accomplished? o Who was involved; was there a committee? o Resurrect past goals, review o Discuss with Vice Commander 2011 DLC – Division Goals

Share Your Ideas Goals should be jointly determined by Staff Officers and members to generate commitment and provide control Meet with Staff Officers to get ideas Relate overall department objectives Explore areas of need Generate a list; take all ideas Look at short and long term goals Get a commitment from Staff Officers 2011 DLC – Division Goals

Review the plan Get acceptance from Staff Officers Review plan at a flotilla meeting Discuss long and short term objectives Align members’ commitment with flotilla goals Discuss overall desire to improve the Flotilla and its service to the community and USCG 2011 FLC – Flotilla Goals

Collaborating In Goal Planning StepDescription I. Define the Goals Describe Flotilla goals in terms of what needs to accomplished. Then ask Staff Officers to describe their goals and identify conflicts. II. Find Ways to Collaborate Propose goals that meet the needs of the Flotilla and the FSOs. Make suggestions and ask for their opinions. III. Define Roles FC and FSOs should contribute equal amounts of effort and receive equal benefit DLC – Division Goals

Reward Success Review all accomplishments Note specific achievements Recognize contributors Formal and informal awards Update and modify goals 2011 DLC – Division Goals

Honor Respect Devotion to Duty End of Division Goals Section

ACHIEVING YOUR GOALS Here’s a short and great little video about goal- setting with Brian Tracy. This simple but effective goal-setting exercise can be life-changing. Take a minute and a half to watch the video and then do the exercise. o Brian Tracy: If You Could Achieve One Goal in 24 Hours Brian Tracy: If You Could Achieve One Goal in 24 Hours FDLC - Leadership

SMART GOALS SMART Acronym Newly Defined for Goal Setting S - In addition to specific, don't stretching, systematic, synergistic, significant and shifting round out the picture? M - means measurable, but I also recommend meaningful, memorable, motivating and even, magical FDLC - Leadership

SMART GOALS A - is an achievable goal but A also needs to stand for action plans, accountability, acumen and agreed-upon. R - means relevant, but it also stands for realistic, reasonable, resonating, results- oriented, rewarding, responsible, reliable, rooted in facts and remarkable. T - means time-based and it also represents timely, tangible and thoughtful FDLC - Leadership

INSPIRATIONAL QUO TES "The tragedy in life doesn't lie in not reaching your goal. The tragedy lies in having no goal to reach." - -Benjamin Mays "By recording your dreams and goals on paper, you set in motion the process of becoming the person you most want to be. Put your future in good hands — your own." --Mark Victor Hansen "The entrepreneur is essentially a visualizer and actualizer... He can visualize something, and when he visualizes it he sees exactly how to make it happen." --Robert L. Schwartz 2011 FDLC - Leadership