1. Strategic Goals & Objectives Transformational Leadership in Action

2. Open vs. Closed Systems Open

3. Model of Strategic Communication Situational Knowledge Goal Setting Communication Competence Anxiety Management

4. Model of Strategic Communication Situational Knowledge Contextual/situation Boss Peers Subordinates

5. Model of Strategic Communication Goal Setting (personal/organizational) Clear goals Defined Stated Appropriate Situation Cost Time Realistic

6. Model of Strategic Communication Communication Competence Knowledge Skill Motivation Type of message Type of channel Style of delivery Situation driven Adapting to values/needs of organization

7. Model of Strategic Communication Anxiety Management Job interviews Meetings Superiors Peers Subordinates Group/Committee Meetings

8. FedEx: Group Exercise Page 40 Read scenario Answer questions Report to class

9. Model of Strategic Communication & Transformational Leadership Mission Vision Values Internal Control Willingness to risk Tolerance for ambiguity

10. Transformational Leadership Time consuming process! SJSU G&O Must involve all significant members of management Those who participate in decision making are more likely to support final plan.

11. Mission Statement In just a few (1 to 2) sentences a mission statement needs to communicate the essence of your organization to your stakeholders and to the public. For example: At the Developmental Studies Center we develop, evaluate, and disseminate programs [business] that foster children's ethical, social, and intellectual development [purpose]. While nurturing children's capacity to think skillfully and critically, we also strive to deepen children's commitment to prosocial values such as kindness, helpfulness, personal responsibility, and respect for others - qualities we believe are essential to leading humane and productive lives in a democratic society [values]. and productive lives in a democratic society.

12. Mission Statement In just a few (1 to 2) sentences a mission statement needs to communicate the essence of your organization to your stakeholders and to the public. See page 28

13. Mission Statement Gavilan’s Mission Statement In an environment that nurtures creativity and intellectual curiosity, Gavilan College serves the community by providing a high quality learning experience and preparing students for higher education, technical and public service careers, life-long learning and participation in a diverse global society.

14. Mission Statement Examples http://www.gavilan.edu/facilities/chapter1.htm http://www.hartnell.cc.ca.us/academics/policies/mission. html http://www.hartnell.cc.ca.us/academics/policies/mission. html http://www.aarp.org/leadership/Articles/a2003-01-13- aarphistory.html http://www.aarp.org/leadership/Articles/a2003-01-13- aarphistory.html http://www.dole.com/company/about/mission.jsp

15. Organizational Structure Actual environment where business occurs Building “brick and mortar” Internet Phone Tall vs. Flat P. 32

16. Vision Where specifically are we going? How will we get there? Requires Necessary Communication Skills Creative Insight Sensitivity Focus Versatility Patience Global Attitude

17. Vision Developing vision New ideas/ways of being Clarifying vision Readily understood Acting on vision Behave consistent with vision Benefits of vision All activities guided by vision

18. Shared Core Values Always about what people want Honesty Integrity Excellence Teamwork Personal Responsibility Diversity Ethical behavior Sustained Trust Empowerment Innovation Creativity Passion

19. Internal Control Policies and Procedures Bureaucratic structure Employee Handbook How To manuals Willingness to risk Sharing of power and control Tolerance for ambiguity Ability and willingness to deal with chaos

20. Environmental Factors What factors outside the organization (community/customers/government regulations) need to be factored into the revised strategic plan of the organization? Include information gathered from the depth interviews and customer surveys. Who are our stakeholders? 

21. Identifying Stakeholders Customers Suppliers Employees Community Competition

22. Strategic Goals & Objectives List the strategies necessary to meet the revised vision/mission of the organization (political/economical/cultural/fiscal/human). What steps will we take to meet goals/objectives? How do we measure/qualify our success/failure? How do we track our progress against plans and/or competition? What is our benchmark?

23. Benefits of Strategic Goal Setting Replaces individual MBOs Drives all aspects of organization Financial decisions HR/Performance reviews Marketing Operations Unified perception Clear focus and resulting activity

24. Question/Class Discussion What is the mission and vision of your employer? Is it communicated effectively? Are those statements accurate? Internalized/Externalized Reality/Fiction How does the communication climate operate? (see p. 36) Supportive? Participative? Open/Closed? Trusting/Credible?

25. End of Presentation