Collin County, Texas, Leadership and Planning


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Annual leadership retreat for officers, directors.

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Collin County, Texas, Leadership and Planning

  1. 1. Collin County Association of Realtors Strategic Planning Session 2010 1
  2. 2. Agenda  Introduction  Mission Statement  Strengths and Weaknesses  “Game Changer” Trends  Business Model Strategy Statement  Group Wisdom: Goals and Objectives for the Current Plan  Plan Implementation Judith Lindenau JWL Associates 2
  3. 3. TODAY'S MISSION STATEMENT  The purpose of our meeting is to focus on the Collin County Association of Realtors by assessing its current organizational effectiveness and its immediate future direction.  Secondary benefits: an informed leadership and staff, a process to continue strategic decision-making Judith Lindenau JWL Associates 3
  4. 4. Components of Traditional Strategic Planning Member Assessment (demographic analysis) • Needs to be done every 2-3 years Community Inventory (SWOT) Industry Review Completed Strategies and Implementation Program Structural Audit Judith Lindenau JWL Associates 4
  5. 5. Demographic Analysis 1. Age range 2. Income from Real Estate 3. Physical location where they do business 4. Experience in Real Estate (length of time) 5. Amount of time spent in real estate per week 6. Function (management, sales, support) and specialty 7. Education level
  6. 6. Action Item One THE MISSION STATEMENT Each Member Should be able to Verbally Express the Mission Judith Lindenau JWL Associates 6
  7. 7. CCAR MISSION STATEMENT To aggressively provide the tools and resources for our members to succeed.
  8. 8. PRIORITIES 1. Success of brokerages 2. Strengthen the regional community 3. Superior membership experience for all 4. Exceptional membership value proposition 5. Powerful public profile 6. Build capacity to do the first five 7. Recognized source of information in the region
  9. 9. Action Item Two STRENGTHS AND WEAKNESSES Judith Lindenau JWL Associates 9
  11. 11. Game Changer #1 Demographic Shift Judith Lindenau JWL Associates 11
  12. 12. Judith Lindenau JWL Associates 12
  13. 13. Seniors  Learn in traditional ways such as reading and classrooms;  Consider their work a vital part of their "social identity;"  Have had only one to three jobs in their careers;  Dislike and distrust technology  May be unfamiliar with the pressures of two-career families. Judith Lindenau JWL Associates 13
  14. 14. Judith Lindenau JWL Associates 14
  15. 15. geeks often--  Are committed to making a life, not just a living;  View team-building, engagement, and partnerships as essential to leadership;  Recognize that with diversity come new perspectives, ideas, and insights;  Desire and believe that they can better the world;  Are experimental and entrepreneurial, less loyal to employers;  Learn through both traditional and experiential means;  enjoy technology  Are more secure with insecurity and change;  Have limited time for association work Judith Lindenau JWL Associates 15
  16. 16. Geek at Home Judith Lindenau JWL Associates 16
  17. 17. Barriers to CCAR Success Judith Lindenau JWL Associates 17
  18. 18.  Out-dated governance models  Delivery models for goods and services  Expectations of ‘participatory’ membership  Time Commitment  Poor association technology track record  Lack of response to needs of younger members The Geeks Present a Challenge to Any Organization Judith Lindenau JWL Associates 18
  19. 19. Change Management/Decision Timelines 1. Consolidate decisions—management v. strategic 2. Organize meetings—timed agenda 3. Eliminate layers—crowd source and technology techniques for issues 4. Use strategy screen 5. Depend on policy, don't reinvent the wheel 6. Trust experts (members, committees, staff) 7. Use an experience/skill model; less emphasis on representative model of decision-making.
  20. 20. Game Changer #2 MLS CHANGE Judith Lindenau JWL Associates 20
  21. 21. LIFE Without MLS  Income  Member Recruitment  Member Retention  Ethics and Professional Behavior Judith Lindenau JWL Associates 21
  22. 22. Revise Your Thinking!  MLS as a separate Cost Center  Plan and deliver association benefits and services as though members had a choice Judith Lindenau JWL Associates 22
  23. 23. Game Changer #3 BROKERAGE MODELS Judith Lindenau JWL Associates 23
  24. 24. Projected Business Model Changes  Leaner and Meaner  Fewer Bricks and Mortar Amenities  Specialized Employees  Emphasis on better production and services  Diversity of services in 'customer for life' environment Judith Lindenau JWL Associates 24
  25. 25. Impact on Associations  Fewer Members  More Specialists  Membership Requirements-- licensure  Electronic Communications  Delivery of Services  Public Relationships Judith Lindenau JWL Associates 25
  26. 26. Action Item #4 Construct a Business Model Statement Judith Lindenau JWL Associates 26
  27. 27. Definition: “What keeps the organization sustainable?” A statement which defines the methods by which the organization accomplishes its mission and generates revenue Answers the question, Judith Lindenau JWL Associates 27
  28. 28. Examples: Google is a business. The revenue we generate is derived from offering search technology to companies and from the sale of advertising displayed on our site and on other sites across the web.” Food bank business model statement: "We obtain donated food from businesses (85%) and individuals (15%), sorted and distributed largely by volunteers, and financially supported by individual donors and the community foundation." Judith Lindenau JWL Associates 28
  29. 29. Action Item #5 Crowd Sourcing: Goals and Objectives Judith Lindenau JWL Associates 29
  30. 30. Goals and Objectives  Goal  Definition: A broadly stated general value  Example: I need to get out of town! Objective Definition: A measurable plateau Example: I will vacation for 2 weeks in the Bahamas Judith Lindenau JWL Associates 30
  31. 31. Strategies  I will save $2,000 from my next commissions  I will find a house to rent using vrbo  I will decide on the location based on fishing, beaches and price  I will book the airline tickets  I will block off my calendar at least 3 months in advance  I will buy a new bathing suit Judith Lindenau JWL Associates 31
  32. 32. 4 Components of a Strategy 1. what 2.who 3.resources 4.timeline
  33. 33. CCAR Planning Work Groups  Facility and Location  Leadership Development  Membership Growth, Recruitment, Define new ways to Participate, Communication  Increased Community Image and Heightened Visibility Judith Lindenau JWL Associates 33
  34. 34. Implementation Judith Lindenau JWL Associates 34
  35. 35. Steps  Approve the Plan  Design and Approve Strategies and Benchmarks  Spend time at each BOD meeting on Strategic Thinking  Budget the PlanJudith Lindenau JWL Associates 35
  36. 36. Closing Details  Handouts included: − Pre-work on Mission Statement and Association Strengths and Weaknesses − Business Model Strategy Statement − Strategy Screen − Project Planning and Marketing Worksheet − Implementation Suggestions  Plan will follow within 1 week  Slide presentation is available on  Contact information: (231-715- 1416) Judith Lindenau JWL Associates 36
  37. 37. Thank you! Judith Lindenau JWL Associates 37