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
Creates trusting relationships and builds consensus among leaders on governance activities and strategic objectives.
How are we going to do all of that?
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. noted from Data, Data Everywhere by Victoria L. Bernhardt, Ph.D.
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. Core Values
Why does your organization engage in the activities in which it engages?
describe your organization
based on evidence
define what you believe in

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

13. Contemplate
Use your answers to the previous questions to determine the core values of your organization
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.
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 your members think are the essential roles of your union in another color.

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.
Check with Peggy to see if she still has the sheets from our MVV Taskforce group

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
Reminder to participants to be off-line using this as a fresh chance to think this through, not get hung up on existing langauge.

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

35. 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

36. So What?

37. noted from Data, Data Everywhere by Victoria L. Bernhardt, Ph.D.
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

38. Resources
Ebener, Dan R., and Frederick L. Smith. Strategic Planning: an Interactive Process for Leaders. Paulist Press, 2015.
Top Non Profits

39. Thanks! Deb Bell -- debrahazb@sbcglobal.net
Lisa Glaser --
Gina Pagel --