Individual and Group Expectations Six Rules for Change and ......11/4/2011 4 13 Realized Potential* “The driving force in our organizations, both for-profit and not-for-profit, ought

Texas ReachStrategic Thinking

Leadership GatheringNovember 4, 2011

Facilitated by Barry Silverberg

Setting the Stage & Strategic Thinking Process

Individual and Group Expectations

Six Rules for Change and Achieving Realized Potential

Ground Rules for Effective Groups

Strategic Thinking to Achieve Effectiveness

Analysis of organizational documents and survey responses

Step 1: Leadership Team Role, Responsibilities &Expectations of Each Other

Great OrganizationsEffective Leadership Team12 Principles

Step 2: Stakeholder Analysis:Identify & Understand Stakeholders

Define & Identify StakeholdersMost critical 3 stakeholders

Step 3: Values & Mission Clarity

Values ClarificationMission DevelopmentCurrent Mission & PurposeReaffirmation or revision

Step 4:Defining the Future

Total success: what doing in 2014?Keep the Mission statement in mindWhat obstacles prevent doing now?

Achieving the FutureDevelop Organizational / Strategic Plan

Step 5: Implement the Operational Plan

Create Goal-Based Working GroupsDevelop Programs and MetricsActions to be taken to achieve

Systems to facilitate & expedite follow through, reporting & accountabilityLeadership Agreement on Next Steps to Ensure Momentum and Follow Through

Step 6: Continuous Assessment & Improvement

Interludes

Dead Horses

No Excuses

Foreign Expressions

Rafi's Rules

Texas Association of Nonprofit Organizations (TANO)8001 Centre Park Dr., Ste. 120, Austin, TX 78754(512) 381-1490 - www.tano.org - [email protected]

TXReach STLG-TANO.mmap - 11/4/2011 - Mindjet

Texas ReachSTLG

Expectations

Your “Real” Role in Texas Reach?

Source of funds

technology

collaborator helping get message across

planners in Texas Reach

develop succession, new leadership & record processes

building relationships

spread word about what doing

glue

outreach

subject matter expert

What will move Texas Reach along to a better place?

clear, shared ideas

directionhow to achieve desired outcomesefficient & effective ways

sustaining the energy generated from the conference

continuing conversation and achieving desired outcomes

identify campus mentors/ champions

Avoid mission creep

Get funding

not become cliquish

be more influential/ media

work smarter not harder

shared sense of how to get work done

website improvement

use social media

looking ahead

What needs to happen TODAY that will make time here worthwhile?

clear focus

action plan

next steps/ how make it happen

sense of accomplishment

realizing shared vision & how to achieve

how to identify campus champions

roadmap

additional face to face meetings

lay foundation for operational documents

specificity & decision

setting goals


Texas Reach Expectations (2).mmap - 11/4/2011 - Mindjet

11/4/2011

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1

To achieve those, we need to:To achieve those, we need to:

Identify group/ process challenges

What are effective groups & achieving desired outcomes?

Clarify roles, responsibilities & expectations

Agreement & Commitments to specific action & accountability

Be comfortable in our diverse perspectives and willing to deal with discomfort of that diversity

2

Unleash Human PotentialUnleash Human Potential

Human potential remains a mystery, expressed in more ways than you or I could list. We also know that human potential is often stifled – a great and common tragedy.

Leading Without Power: Finding Hope in Serving Community – Max De Pree

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6 Rules to Effect Change6 Rules to Effect Change

Rule #1: Make things happen. There is no future in believing it can’t be done.

Rule #2: Test prevailing wisdom.

Rule #3: Link goals to plans for success.

Rule #4: Make big plans. Plan small steps.

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6 Rules to Effect Change6 Rules to Effect Change

Rule #5: Involve others. People support what they build.

Rule #6: Use what you know

11/4/2011

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5

The ChallengeChallenge

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We might as well go home. It’s obvious that this meeting isn’t going to settle anything.

7

The ResponseResponse

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11/4/2011

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9

A newDirection

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11

If you don’t know where you’re going, any

th illpath willtake you there

Sioux Proverb

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C B

A(c) 2004 Barry Silverberg(c) 2004 Barry Silverberg

11/4/2011

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Realized Potential*Realized Potential*

“The driving force in our organizations, both for-profit and not-for-profit, ought not to be goal achievement or asset management or quantifiable growth, important as these are. Rather, our society badly needs organizations and people that move relentlessly toward realizing their potential.”

A l f li d i l h l l i h d…A place of realized potential heals people with trust and with caring and with forgetfulness. It’s a place that forgives the mistakes of growing up, a place that understands that taking a risk may mean failure, but that ordinarily mistakes should not be terminal.

… People in places of realized potential know that organizations are social environments.

*De Pree, Max, Leading Without Power, Finding Hope in Serving Community. Jossey-Bass, NY, 1997.*De Pree, Max, Leading Without Power, Finding Hope in Serving Community. Jossey-Bass, NY, 1997.

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Realized PotentialRealized Potential

… A place of realized potential offers the gift of challengingwork.

…A place of realized potential sheds its obsolete baggage.

… A place of realized potential encourages people to decide what needs to be measured and then helps them to do the work.

… Last, a place of realized potential celebrates. A place that celebrates honors its stated values. A place that celebrates relentlessly identifies good models. A place that celebrates knows how to say thanks.” (11-19)

*De Pree, Max, Leading Without Power, Finding Hope in Serving Community. Jossey-Bass, NY, 1997.*De Pree, Max, Leading Without Power, Finding Hope in Serving Community. Jossey-Bass, NY, 1997.

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And a place of realized potential places great emphasis on

Being effectiveBeing effective

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If the Board has… The result will be:Vision Incentives Competencies Resources

ActionPlan

Incentives Competencies ResourcesActionPlan

Vision Competencies ResourcesActionPlan

= Motivation & Growth

= Confusion & Drudgery

= No Motivation & slow or no growth

Vision Incentives ResourcesActionPlan

Vision Incentives CompetenciesActionPlan

Vision Incentives Competencies Resources

or no growth

= Anxiety & Failure

= Frustration & Limited Growth

= Uncertain & False Starts

Ground Rules

Many effective groups have explicit ground rules that guide their behavior.When group members use these ground rules, they:

Improve working relationships;

improve group member satisfaction,

improve the quality of their decisions,

increase the commitment of members to follow through on those decisions, and

decrease the time needed to effectively implement the decisions

Core Values

Valid information

Free and informed consent

Internal commitment

Compassion

Assumptions

I have some relevant information, and other people also have relevant information;

Each of us may see things the others do not;

Differences are opportunities for learning; and

People are trying to act with integrity given their situation

Ground Rules

1 - TEST Assumptions & Inferences

2 - Share ALL relevant information

3 - Use SPECIFIC examples and agree on what IMPORTANT words mean

4 - Explain your REASONING and INTENT

5 - Focus on INTERESTS not POSITIONS

6 - Combine ADVOCACY and INQUIRY

7 - Jointly DESIGN next steps and ways to TEST disagreements

8 - Discuss UNDISCUSSABLE issues

#9 - Use DECISION-MAKING RULE that generates the level of COMMITMENT needed

excerpted Roger Schwarz, The Skilled Facilitator (San Francisco, Jossey=-Bass 2002)

Facilitated by Barry Silverbertg, CEOTexas Association of Nonprofit Organizations (TANO)8001 Centre Park Dr., Ste. 120, Austin, TX 78754(512) 381-1490 - www.tano.org - [email protected]

Gov-Ground Rules.mmap - 9/25/2011 - Mindjet

Strategic ThinkingPlanning Overview

ValuesA

B

C

Stakeholders

Mission Mission Statement

Governance Goal:To effectuate the governance necessaryto fulfill Organization’s mission

Objective # -Strategy # -

Program # -Metric # -Metric # -Metric # -

Program # -

Program # -

Strategy # -

Objective # -

Example

Infrastructure Goal:To create the infrastructure necessary to fulfill Organization’s mission

Resource Development Goal:To generate the resources necessary to fulfill Organization’s mission

Communications Goal:To increase public awareness Organization’s services

Program Service Goal:To provide the program services that fulfill's Organization's mission

Other Goals:To do GOAL that fulfill's Organization's mission

Facilitated by Barry Silverberg, CEOTexas Association of Nonprofit Organizations (TANO)8001 Centre Park Dr., Ste. 120, Austin, TX 78754(512) 381-1490 - www.tano.org - [email protected]

Org Mission Goals Obj Strat Pgms.mmap - 9/25/2011 -

Effective Leadership

Team

Effective Groups

Identify group/ process challengesWhat are effective groups & achieving desired outcomes?Clarify roles, responsibilities & expectationsAgreement & Commitments to specific action & accountabilityBe comfortable in our diverse perspectives and willing to deal with discomfort of that diversity

An Effective Leadership Team that fulfills its mission:

Has a clear sense of, and Communicates its values, vision and mission,

Common sense of purposeStrong Sense of Trust/ Teamwork

Plans for the future,Achieves and measures results,

Access to information & knowledge

Manages an active and informed governance structure

Establish, know & follow policiesEffective Leadership Team meetings

Secures resources appropriate to its needs,Engages and serves its community

Size & CompositionClear roles & responsibilitiesOngoing Leadership TeamDevelopmentEffective use of committees, task forces, working groups


Effective Boards-Groups.mmap - 11/3/2011 - Mindjet

StakeholderAnalysisOverview

Stakeholder analysis should precede development or clarification of mission, sothat attention to purpose can be informed by thinking about purpose for whom

anyone who has the power toexert an influence on yourorganization or who is stronglyinfluenced by your organizationin some significant way

may be a single person, a group of individuals, or anotherlarge organization or institution

each has a unique involvement with your organization anddiffering interests, priorities, and expectations

Typical Stakeholders

To understand role ofstakeholders in yourorganization:

Who are the most critical stakeholders — both inside and outside yourorganization — and of these, which are the most important

What are the major interests and expectations of the five or six mostimportant stakeholders regarding the future of your organization?

What threats or opportunities emanate from these critical stakeholders?

Considering yourself a stakeholder, what do you personally andpassionately want to make happen in your organization?

YOUR Stakeholders


BS-Stakeholder Analysis Overview.mmap - 9/25/2011 - Mindjet

Texas ReachTop

All

K-12

Texas Reach (2)

Other state's Reach organizations

Medical & Mental Health providers

Media (1)

Researchers

Feds

Nonprofits

Support providers

Financial donorsplanned giving

Subject matter experts

Foster/ Adoptive parents

Community in general (1)

Business community (1)

Community & faityh-based leaders

Foster parents

Legislators (2)

Texas Supreme Court

Influentials - opinion molderrs & decision-,makers/ political leaders

Texas PostSecondaryEducationalInstitutions/THECB (8)

Group:

DewyChrisKeriKathleen

constituents

leaderssupport services staffCBstatewide professional associations/ affinity groups

their interests/ expectations/ needs of you

datainstitutional program set upfoster youth challenges &experienceregional network

your interests/ expectations/ needs of them

participationbuy inbest practicesneed to know what they needstatewide clearing housed/ data & progress

Group:SheilaClintLoretta

TopStakeholders

Top Three Foster Youth &Alumni (5)

constituents

youth who have aged outyouth still in careadopted youthfoster & adoptive parentsbiological family members


help & support (realizing their potential)achieving academic goalsinformationbasic needs - i.e., housing, health & wellp-beingrespectbelief in their potentialaccess to resourcessense of belonging


effort from youth, engagementtrustcommitmentgraduationgainful employmentproductive citizenself-caregive-back (mentoring)self-reflection & sharingexperiencesappreciationassistance with planning

Child ProtectiveServices (CPS)/Preparion forAdult Living(PAL)/Caseworkers/Casey Foundation(8)

Group:GayeElaineJudy

constituents

CPSPALCPA'sCaseyProviders


relevant and accurate and current informationinspiration/ motivationoutreach through various methods & venuesnetworking/ linkagedata


participation/ engagement in Texas Reachattendance/ promotion of others at eventcontent expertise/ guide program decisionsbe collaborative/ don't worry about turfdata


Texas Reach Top Stakeholders.mmap - 11/4/2011 - Mindjet

Texas ReachValues

Top Three

Achievement/ Success (8)

graduationgoalsemployment

successfor our youthin our missioncommunicating our efforts

Making a Difference (5)in the lives of the target population

Initiative (9)empowerment ^ ownershipwe want to encourage risk taking

Others

Info Sharing (2)

best practicesdataresourcesmore active than knowledge sharing

Wisdom (1)

expertise - people involved in Texas Reach have knowledge & skill sets inareas that collectively help foster youth

Commitment (1)to mission & youth & each other

Cooperation (1)

with youthwith each otherother organizationsother stakweholders


Texas Reach Values.mmap - 11/3/2011 - Mindjet

MissionOverview

Current Mission Statement

Start with 4 simple questions:

Toward what vision for a better society is the organization working?

Why does the organization exist?

Whom does the organization serve?

What values does the organization bring to its work? What is its unique approach to theissues or populations it serves?

Clear Statements

dramatic difference when everyone involved with an organization knows organization's purpose& future direction.

well-crafted mission statement helps organization stay focused by clearly stating what business it is in

Similarly, effective vision statement keeps the organization moving by describing theorganization’s desired future.

Goals

Short, snappy statement of organization purpose

Capable of fitting at bottom of letterhead or business card

Should answer “what good, for whom?”

Though brief, should possess four important qualities: breadth, durability; challenge; and distinction.

Assessing

Is this short & snappy?

Does it tell people what good the organization is doing and for whom? If not, what is missing or is toomuch included?

Is it grounded in the values previously identified?

Does statement serve as umbrella covering all things we do—our underlying strategies as previouslyestablished? If not, what is not included?

Does statement encompass all the people to whom you target your services? If not, whichcustomers are missing?

Does the statement communicate who you are to the average person? If not, why not?

Is this a statement we can get excited about and be proud of?If not, what must be done?

Template

Purpose Audience

Methods Outcomes

New Mission Statement

Assess New Statement

Do we understand the mission statement?

Does it fit our experiences with our organization?

Do we like the statement as a mission for our organization?

Is this a statement we can get excited about and beproud of? If not, what must be done?


BS-Mission Overview.mmap - 9/25/2011 - Mindjet

Texas ReachNew

Mission

New Mission Statement

Empowering Texans to champion post secondary success for foster youth and alumni.

Group 1

Purpose

Linkages outcomeconnection outcomesharing resourcesadvocacy for change

Audiencestruggle youth vs. post secondary institutions

Methodsadvocacysupport

OutcomesFostering excellence in post secondarysupport for foster care alumni

Statement

Empowering educators & social services & community to champion post secondarysuccess for foster youth & alumni

Group 2

Purpose

connectionseducational achievementsharing information & resources

Audience

youth in or out of foster carepost-secondarypublic & private organizations

Methods

initiativecommunicationlinkages

Outcomes

educational achievementsustainabilityaccess to post secondary resources

Group 3

Purpose

increase for participation in post-secondary educationbeing/ serving as a resourceconnecting

Audience

PAL/ after care agenciespost secondary institutionsfoster parentsK-12/ educationchild placing agency (CPA)THECBLegislaturePolicy advocatesFunders

Methods

info sharingconnectingnetworking (individual & regional(technology useconvening (state/ regional)info gatheringseeking funding

Outcomes

FCA success in p;ost-secondary education

database ofresourcescontacts

longitudinal outcome of FCA success in post-secondary educationshort-term assessment of Texas Reach website functionality


Texas Reach New Mission (2).mmap - 11/4/2011 - Mindjet

Documents

Individual and Group Expectations Six Rules for Change and ......11/4/2011 4 13 Realized Potential* “The driving force in our organizations, both for-profit and not-for-profit, ought