1. MPI Dallas/Ft. Worth Chapter Mid Year Leadership Retreat January 11-13, 2008 Westin Stonebriar Resort North Dallas Facilitator Rick Weaver, Chief Inspiration Officer

2. Welcomes & Introductions Nancey Hernandez, CMP President Please welcome…

3. Mid-Year leadership retreats are the time we have the opportunity to spend significant time together to recap the year to date and assess what we need to do to finish the year with success. It is important that this time be focused on evaluating our business plan, which enhances the MPI brand strategy, and makes best use of both MPI resources and chapter leaders, in order to deliver valuable programs and benefits to members. Retreat Overview & Objectives

4. Moreover, chapter leadership is charged with delivering these programs and benefits. This is an awesome and bold challenge your leadership is capable of meeting. With volunteer teams, there tends to be both limited time and limited experience of working with fellow team members. It is crucial, therefore that plans are based upon a realistic assessment of available time and that effective teamwork is facilitated as soon as possible.

5. In addition, if communication and other systems do not take into account the relative strengths and weaknesses of team members, potential will be lost for pursuing great services and programs. Properly used, mid-year planning retreats afford an opportunity for leadership to come together and to: Retreat Overview & Objectives

6. Reinvigorate effective teams through respectful interaction with each other Evaluate your current strategic & business plan progress Re-instill a clear understanding of our operating environment Learn from the experience of chapter history to date to help us clearly identify our pathway to success Agree our business plan goals are S.M.A.R.T. which will help to ensure accountability and implementation Establish that we are effectively monitoring and evaluating our plan Retreat Overview & Objectives

7. YOUR Retreat Overview & Objectives What Do You Hope To Accomplish At This Retreat?

8. Getting Started Let’s Set Our Meeting Ground Rules

9. The White Elephant Syndrome There’s a white elephant in the middle of the room… Everybody knows it’s there… But no one is willing to talk about it! “Healthy” organizations are not afraid to ask the hard questions and not afraid to talk about what makes them unhealthy.

10. Re-Imagining Business Relationships With Chapters Kimberly Fisher, CAE MPI D/FW Chapter Business Manager Director of Chapter Business Management MPI Please welcome…

11. Re-Imagining Business Relationships With Chapters International Overview Global membership approximately 22,970 International association grew by 6.43% over the last year Overall MPI retention 75.77%

12. Re-Imagining Business Relationships With Chapters DFW Chapter 904 Members

13. Re-Imagining Business Relationships With Chapters DFW Chapter Year over Year Comparison

14. Re-Imagining Business Relationships With Chapters Chapter Cancels

15. Re-Imagining Business Relationships With Chapters Retention Rate

16. Volunteer Management The four (4) biggest challenges facing chapter leaders today are: 1. How to demonstrate and communicate the value of volunteerism 2. How to choose the most effective volunteer leaders & volunteers 3. How to recruit and retain volunteers 4. How to prepare leaders

17. Volunteer Management Therefore, it is crucial at Mid-Year we ask ourselves if we are doing everything possible to: Make the most of our volunteers time Recruit the “right” volunteers Effectively train our volunteers Recognize our volunteers As we begin evaluating the success of our plan to date, we need to ensure we are addressing these items in addition to the goals already identified.

18. 7 Measures of Success What Remarkable Associations Do That Others Don’t Commitment to Purpose A Customer Service Culture Alignment of Products & Services Commitment to Analysis & Feedback Data-driven Strategies Dialogue & Engagement CEO as a Broker of Ideas Commitment to Action Organizational Adaptability Alliance Building a person who functions as an intermediary between two or more parties in negotiating agreements, bargains, or the like.

19. 7 Measures of Success A Customer Service Culture Alignment of Products and Services with Mission Commitment to Purpose Data-driven Strategies Dialogue and Engagement CEO as a Broker of Ideas Commitment to Analysis & Feedback Organizational Adaptability Alliance Building Commitment to Action Remarkable

20. YTD in Review What has worked so far? What hasn’t worked so far? What needs to be changed (if anything)? What have we done our members found benefit through… What brought us success… What will we be talking about for years to come… What have we done to drive members away … What have we done that didn’t meet our members needs… Are there any products or services we offered we need to re-evaluate or eliminate…

21. Strategic/Business/Action Plan Overview Strategic Plan 1.Long Range (3-5 Years) 2.Typically Not Dynamic 3.Will Contain Big Picture Objectives 4.Dreams & Visions Business Plan 1.Annual 2.Typically Dynamic 3.Goals Must Support SP Objectives 4.S.M.A.R.T. Action Plan 1.Annual 2.Typically Dynamic 3.Tasks Must Support BP Goals S pecific M easurable A chievable R ealistic & T ime-Based

22. Real Purpose of A Business Plan Provides a clear reference point for potential external funders Enables optimum use and leverage of the global MPI global brand Is capable of measurement and refinement – which can lead to enhanced PR, sponsorship and increased membership ROI of membership and volunteering is easier to demonstrate

23. Real Purpose of A Business Plan Clarity of Purpose and direction for Leadership, Committees and Membership Empowerment to act Provides the framework for operations Should result in more efficient and effective use of financial, human and time resources

24. Real Purpose of A Business Plan …what can occur when you don’t have a Business Plan: No or constantly changing direction Non-optimum use of resources Breeds a culture of personal agenda Makes communication to members less consistent ROI of membership more difficult to demonstrate making the challenge of effective member care more difficult to get right Uncertainty about what volunteer leaders will actually lead!

25. What’s One Thing You Learned About A Fellow Leader Yesterday You Didn’t Already Know? Good Morning!

26. Business Plan Review As we begin to review our Business Plan, we need to ask ourselves the following questions to ensure we are following the 7 Measures of Success… 1.Are we making “data-driven” decisions? 2.Do these goals fully “engage” our members? 3.Do our goals reflect our willingness to “organizationally adapt” to the changing needs of our members?

27. Official Board Meeting Let’s call this meeting to order…

28. Recycle Bin / Next Steps Did we miss anything? Is there something that needs future scheduling for completion? What is the first thing you are going to do to assist in your success?

29. Facilitator Rick Weaver, Chief Inspiration Officer rick@lifeteacher.com Thank You!