Leadership and Administrative DynamicsEckerd Fall 2010
Agenda   Strategic    What is strategic planning? Defining vision, mission, goals,   Planning     objectives, outputs, and...
VisioningEnabling                          Analyzing     Inventing               Relating
Five Core Leadership Capabilities• Visioning: Fostering individual and collective aspiration  toward a shared vision• Anal...
Where does it go wrong?• Imposed     vision• Acting on assumptions – not data-  drive decision making• Discounting or disr...
Vision Statement          What it is and what it is notWe seek a world of hope, tolerance and socialjustice, where poverty...
Vision Statements continued• Weare committed to serving allyouth who come to us,acknowledging our specialcommitment to the...
Vision Statements continued• Tobe a national model for community engagement generating financial and voluntary contributio...
Elements of a Vision Statement• Big Picture• What we want to BECOME• Clear vision provides the road to a clear  mission st...
Mission Statement•   Jazz at Lincoln Center is dedicated to inspiring and growing    audiences for jazz. With the world-re...
Mission Statements continued•   We who recognize Gods providence and    fidelity to His people are dedicated to    living ...
Mission Statements continued• CARE’s mission is to serve individuals and families  in the poorest communities in the world...
Elements of a Mission Statement• This answers the question: What is our business?• Statement of purpose• Clearly establish...
When a Mission Statement works…• Reconciles  interests of a variety of departments,  stakeholders and staff in general• Mo...
Components of a Mission Statement                                       Customers                                        M...
STAKEHOLDERS
Community                        BusinessEmployees                        Partners            CEOBoard of                 ...
Communities of Practice• Groups of people who share a concern, a set of problems or a passion about a topic and who deepen...
LEADERSHIP ANALYSISCulture and Values                                   Flexibility               Clan Culture            ...
Knowledge• Lives in the human act of knowing• Tacit as well as explicit• Social requiring multiple perspectives• Dynamic –...
7 principles of Community Design• Design  for evolution.• Open a dialogue between inside and outside  perspectives.• Invit...
Knowledge•   Explicit knowledge     •   Objective, rational, technical     •   Examples, Policies, goals, strategies, pape...
Group Exercise• We will select two team leaders in class. Each leader will be given a subject. The role of the leader is t...
Goals• Definition  •   A statement that describes in broad terms what the client      will do.• Example  •   Client will r...
Objectives• Definition  •   A statement in specific and measurable terms that      describes what the client will know or ...
Short   LongInputs   Activities   Outputs   Term    Term                                Goal    Goal
FundingStaff             Supplies        Inputs
Training              Counseling  Program                           Meals MadeDevelopment              Activities
Number of                     trainings                    Number of                    counseling                     ses...
Learning               SkillsMotivation              Attitudes               Short               Term             Outcomes
Environmental   Economic     Behavior                              PoliciesSocial                         Long            ...
SWOT Analysis     Strengths     Qualified Staff                      Weakness     Strong Board leadership              Fun...
PEST• Political• Economic• Social• Technological• Break out session. Perform this testfor the agency you work for and pres...
Lisa Sahulka - Leadership and administrative dynamics sixth class
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  • Help the community developInvolve outside experts, leadersQuantifying new techniques – why is the group important. What is it contributingPlace to think, reflect and consider new ideasBeat not too fast or too slow
  • Lisa Sahulka - Leadership and administrative dynamics sixth class

    1. 1. Leadership and Administrative DynamicsEckerd Fall 2010
    2. 2. Agenda Strategic What is strategic planning? Defining vision, mission, goals, Planning objectives, outputs, and units of service. How leaders guide staff in strategic planning exercises. PEST/SWOT Strategic planning tools. Logic Model Program planning Planning Predicting future behavior and prevention. Exercise Memo Writing Read memos in class.
    3. 3. VisioningEnabling Analyzing Inventing Relating
    4. 4. Five Core Leadership Capabilities• Visioning: Fostering individual and collective aspiration toward a shared vision• Analyzing: Sense-making and strategic planning in complex and conflictual settings• Relating: Building relationships and negotiating change across multiple stakeholders• Inventing: Inventing new ways of working together – social and technical systems• Enabling: Ensuring the tools and resources to implement and sustain the shared visions
    5. 5. Where does it go wrong?• Imposed vision• Acting on assumptions – not data- drive decision making• Discounting or disregarding key stakeholders• If it’s not broke, why change?• Forced internal competition for resources
    6. 6. Vision Statement What it is and what it is notWe seek a world of hope, tolerance and socialjustice, where poverty has been overcome andpeople live in dignity and security. CARE willbe a global force and partner of choice withina worldwide movement dedicated to endingpoverty. We will be known everywhere for ourunshakeable commitment to the dignity ofpeople.
    7. 7. Vision Statements continued• Weare committed to serving allyouth who come to us,acknowledging our specialcommitment to the young adults ofNew York City. Our services willaddress the immediate needs ofyoung people in crisis, and facilitatetheir transition to adulthood andself-sufficiency.
    8. 8. Vision Statements continued• Tobe a national model for community engagement generating financial and voluntary contributions to meet local needs and make lasting improvement to our quality of life.
    9. 9. Elements of a Vision Statement• Big Picture• What we want to BECOME• Clear vision provides the road to a clear mission statement• One statement• Statement is greater than what is possible
    10. 10. Mission Statement• Jazz at Lincoln Center is dedicated to inspiring and growing audiences for jazz. With the world-renowned Jazz at Lincoln Center Orchestra and a comprehensive array of guest artists, Jazz at Lincoln Center advances a unique vision for the continued development of the art of jazz by producing a year-round schedule of performance, education and broadcast events for audiences of all ages. These productions include concerts, national and international tours, residencies, a jazz hall of fame and concert series, weekly national radio programs, television broadcasts, recordings, publications, an annual high school jazz band competition and festival, a band director academy, jazz appreciation curriculum for students, music publishing, children’s concerts and classes, lectures, adult education courses, student and educator workshops and interactive websites.
    11. 11. Mission Statements continued• We who recognize Gods providence and fidelity to His people are dedicated to living out His covenant among ourselves and those children we serve, with absolute respect and unconditional love. That commitment calls us to serve suffering children of the street, and to protect and safeguard all children. Just as Christ in His humanity is the visible sign of Gods presence among His people, so our efforts together in the covenant community are a visible sign that effects the presence of God, working through the Holy Spirit among ourselves and our kids.
    12. 12. Mission Statements continued• CARE’s mission is to serve individuals and families in the poorest communities in the world. Drawing strength from our global diversity, resources and experience, we promote innovative solutions and are advocates for global responsibility. We promote lasting change by:• Strengthening capacity for self-help• Providing economic opportunity• Delivering relief in emergencies• Influencing policy decisions at all levels• Addressing discrimination in all its forms
    13. 13. Elements of a Mission Statement• This answers the question: What is our business?• Statement of purpose• Clearly establishes reason for being• Provides the road to establishing goals• Staff should agree with this statement of purpose• Resources should be allocated based on the mission statement• Should establish the organizationalclimate and culture
    14. 14. When a Mission Statement works…• Reconciles interests of a variety of departments, stakeholders and staff in general• Motivates people to action• Should make people passionate about “their” work• Basis for strategic decision making
    15. 15. Components of a Mission Statement Customers Markets Products or Technology Services Concern for Philosophy Public Image Survival, Growth, Self- Concern for and concept Employees Profitability
    16. 16. STAKEHOLDERS
    17. 17. Community BusinessEmployees Partners CEOBoard of ClientsDirectors Provider Community
    18. 18. Communities of Practice• Groups of people who share a concern, a set of problems or a passion about a topic and who deepen their knowledge and expertise in this area by interacting on an ongoing basis.
    19. 19. LEADERSHIP ANALYSISCulture and Values Flexibility Clan Culture Adaptability Culture Values: Cooperation Values: Creativity Consideration Experimentation Agreement Risk-taking Fairness Autonomy Social equality Responsiveness Internal focus External focus Bureaucratic Culture Achievement Culture Values: Economy Values: Competitiveness Formality Perfectionism Rationality Aggressiveness Order Diligence Obedience Personal initiative Stability
    20. 20. Knowledge• Lives in the human act of knowing• Tacit as well as explicit• Social requiring multiple perspectives• Dynamic – rate of change in what we know and how we do it is accelerating
    21. 21. 7 principles of Community Design• Design for evolution.• Open a dialogue between inside and outside perspectives.• Invite different levels of participation.• Develop both public and private community spaces.• Focus on value.• Combine familiarity and excitement.• Create a rhythm for the community
    22. 22. Knowledge• Explicit knowledge • Objective, rational, technical • Examples, Policies, goals, strategies, papers, reports, directions • May be Codified • Easier to share• Tacit knowledge • Subjective, cognitive, experiential learning • Highly personalized • Difficult to formalize • Harder to share © 2005 Prentice Hall, Decision 9-22
    23. 23. Group Exercise• We will select two team leaders in class. Each leader will be given a subject. The role of the leader is to document and elicit from each member what was known individually and what greater knowledge was gained collectively.
    24. 24. Goals• Definition • A statement that describes in broad terms what the client will do.• Example • Client will reduce alcohol use.
    25. 25. Objectives• Definition • A statement in specific and measurable terms that describes what the client will know or do.• Example • 80% of clients will be alcohol free upon completion of the program and six-months after.
    26. 26. Short LongInputs Activities Outputs Term Term Goal Goal
    27. 27. FundingStaff Supplies Inputs
    28. 28. Training Counseling Program Meals MadeDevelopment Activities
    29. 29. Number of trainings Number of counseling sessionsNumber of staffwho can explain Number of mealstheir role in the served program methodology Outputs
    30. 30. Learning SkillsMotivation Attitudes Short Term Outcomes
    31. 31. Environmental Economic Behavior PoliciesSocial Long Political Term
    32. 32. SWOT Analysis Strengths Qualified Staff Weakness Strong Board leadership Funding sources unstable Good community relationships High turnover Poor measurement of outcomes Threats Opportunities Recession will worsen to depression New federal funding available Competition from for profit entities New interest in homeless families Need exceeds ability to respond
    33. 33. PEST• Political• Economic• Social• Technological• Break out session. Perform this testfor the agency you work for and presentit to the class.

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