HomeMy WebLinkAbout03. Participant Guide - Discover Vail Strategic Thinking and Planning FinalStrengths-Based Strategic Thinking
October 10-11, 2024
Steamboat Springs, CO
Designed & Facilitated by: Dr. Steven Swafford, IOM
CA + DC + CT + FL
www.leadershipoutfitters.com
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Strategic Thinking Process
Vision/Mission/Values/Purpose
Change Catalysts/Train Whistles
Strengths, Opportunities, Aspirations, Results (SOAR)
Key Issue Key Issue Key Issue Key Issue
Goals/Objectives
Specific—Measurable—Attainable—Relevant—Time Bound
Actions/Strategies (Brainstorm Ideas)
Should include words like “develop” “create” “organize”
Work/Operational Plan
What When Who How Much
Monitor/Evaluate
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Mental Models
Mental Models are “deeply ingrained assumptions, generalizations, or even pictures or
images that influence how we understand the world and how we take action.”
(Senge, Peter. Fifth Discipline Fieldbook)
Our brains make models automatically. Like a river, our patterns flow continually over the
same path, leaving a deeper and deeper mark each time. The deeper the path, the
harder it is to change the pattern. (McGehee, Tom. Whoosh. Business In The Fast
Lane. Unleashing the Power Of A Creation Company)
Mental Models
•Represent our “perception” not what is necessarily real or true;
•Are powerful in their influence over our actions and our responses;
•Prevent us to being open to new ideas, options, or learning.
Bias or Stereotype
A bias -- or what is sometimes called a “stereotype” -- is an inflexible positive or negative
prejudgment about the nature, character, and abilities of an individual and is based on a
generalized idea about the group to which the person belongs. (Theidermann, Sondra.
Making Diversity Work)
What are our mental models or bias around:
Gender Profession/Occupation
Generations Education
Cultures/Ethnicity Sexuality
Race Piercings
Ink/Tattoos Military Service
Health/Ability Geographic
Economic Faith
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Controller
Results oriented; needs
control; supports objectives;
likes efficiency; likes
immediate results; lower
active listening skills; enjoys
options.
Persuader
People oriented; needs to be
liked; supports risk taking; likes
praise; follows ‘gut feeling’ over
facts; dislikes structure/
guidelines; enjoys social
interaction.
Adapted from The Effectiveness Institute, Inc.
Analyzer
Stabilizer
Accuracy orientated; needs to
be correct; supports
standards/guidelines; likes
perfection; provide
facts/data; settling on a
position; enjoys logic.
Relationship oriented; needs
security; supports personal
goals; likes to be heard; needs
to be appreciated; slower
decision-making process;
enjoys teams.
Exploring Behavior &
Communication Styles
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Analyzer
Good at…
Logical approaches
Processing information
Following guidelines/rules
Being self-disciplined
Likes…
Being correct
Time to process thoughts
To understand the rules
Detailed instructions
Uncomfortable when…
Guidelines are not being followed
There is a lot of confrontation
Forced to make snap decisions
Experiencing rapid change or growth
The rules are not clear or defined
Summary
Accuracy orientated; needs to be
correct; supports standards/guidelines;
likes perfection; provide facts/data;
settling on a position; enjoys logic.
Stabilizer
Good at…
Team projects
Being congenial
Facilitating relationships
Getting the job done
Likes…
Being trusted
Sure things
Agreement; minimal conflict
Being appreciated
Uncomfortable when…
Confronted on a sensitive issue
There is a lot of change
No one appreciates me
Feels alone or deserted
The team is not working
Summary
Relationship oriented; needs security;
supports personal goals; likes to be
heard; needs to be appreciated; slower
decision-making process; enjoys teams.
Adapted from The Effectiveness Institute, Inc.
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Controller
Good at…
Decision making
Taking the lead
Embracing change
Accepting risks
Likes…
Control
Making decisions
Winning
Action
Uncomfortable when…
Not in control
There is no action taken
Feel as if being used
Observe inefficiency
There are no options
Summary
Results oriented; needs control; supports
objectives; likes efficiency; likes
immediate results; lower active listening skills;
enjoys options.
Persuader
Good at…
Working with others
Making conversation
Being a catalyst
Spontaneous actions
Likes…
Being liked
Recognition and rewards
Working with others
To be tactile/touched
Uncomfortable when…
All alone/rejected
There is no trust
There is no flexibility
Criticized
There is a loss of love or social
approval
Summary
People oriented; needs to be liked; supports
risk taking; likes praise; follows ‘gut feeling’
over facts; dislikes structure/guidelines;
enjoys social interaction.
Adapted from The Effectiveness Institute, Inc.
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Analyzer Controller
Stabilizer
Persuader
TASKS
RELATIONSHIPS
R
E
S
U
L
T
S
P
R
O
C
E
S
S
Adapted from The Effectiveness Institute, Inc.
“Rotating Your Iceberg”
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Governance Balance at each Elevation
•50,000 ft Board/Advisory Council
•25,000 ft Committees/Task Forces
•10,000 ft Management/Professional Staff
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Governance:
What do Boards Do?
The DMO Executive is responsible for management of the
organization, including staffing, physical office,
protection of assets and other responsibilities associated
with a corporate CEO.
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Governance:
Creative Tension
Cultivates Healthy
Dialog
Ideas/Thoughts?
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Board/AC Roles &
Responsibilities
Establishing Direction and Identity
•Adopts a strategic plan or direction. Revisits and revises.
•Aligns organization mission, vision, and values with programs
and services. Mission-driven decision-making.
•Ensures strategic priorities are reflected in the annual budget.
Providing Oversight (Not Applicable for VLMDAC)
•Ensures an outside auditor conducts an annual audit.
•Ensures there are up-to-date risk management policies.
•Monitors progress of goals and strategies.
•Clearly understands the organization’s financial health.
•Conducts an annual performance review of the chief executive.
Board/AC Operations
•Regularly assesses its own performance.
•Reviews organizational and board/AC policies.
•Engages with committees and task forces.
•Focuses on strategy and policy.
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Adapted from Board Checklist at Boardsource.com Checklist-Roles-Responsibilities.pdf (boardsource.org)
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Governance:
Creative Tension
Cultivates Healthy
Dialog
Notes/Ideas:
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Strategic
Board/AC
Responsibilities
Governing boards of organizations are expected to act (1) in good faith; (2) with the
care any ordinary person in the same circumstances would exercise; and (3) in a
manner that is in the best interest of the organization. These standards include these
basic duties:
Duty of Obedience
The governing board of the organization must comply with state and federal law
and conform to the organization’s articles of incorporation and bylaws. This duty
forbids acts outside the scope of corporate powers. Debate at the board table is
expected and encouraged. However, the duty of obedience binds a director to
support and implement decisions of the board once they are made.
Duty of Loyalty
Dictates that volunteers and directors must act in good faith and must not allow
their personal interests to prevail over the interests of the organization. It
requires that you refrain from using your position of trust, or information gained
from participating on the board, to further your personal gain.
Duty of
Obedience
Honor Mission
and Purpose
Comply with
the Law
Duty of
Loyalty
Avoid Conflict
of Interest
Avoid Self
Interest
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Duty of
Care
Strategic
Board/AC
Responsibilities
Make
Responsible
Decisions
Provide
Appropriate
Oversight
From George Webster & Hugh Webster, The Law Of Associations: An Operating Legal Manual for
Executives & Counsel,ASAE, Lexis/Nexis.
Duty of Care
Requires volunteers and directors to be diligent and prudent in managing the
organization’s affairs. The individuals charged with governing must handle the
organizational duties with such care as an ordinary prudent person would use under
similar circumstances. Good faith and candid actions are the hallmarks of the duty of
care.
•Other components to the Duty of Care include:
–Duty to Stay Informed
–Duty to Attend Meetings
–Delegate vs. Abdicate
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Directors & Officers
Liability Insurance
•Nonprofit Directors & Officers Liability insurance typically covers appointed
and elected officers of a nonprofit for claims filed against them while acting
within their official capacity as a volunteer.
•Always consult legal counsel for advice.
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A Vision (Desired End-State) is a short statement describing the clear and inspirational long-term desired change resulting from an organization or program’s work. It’s answers the “why” the organization is unique as well as purpose or cause.
Vision: Your Provocative Why
Mission: Your Engaging What & How
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Discover Vail Vision:
Town of Vail: Our vision is a recognized global leader in sustainability, demonstrating
aggressive action on global climate change, resource efficiency, ecosystem protection and
community awareness and education.
Alzheimer’s Association: Our vision is a world without Alzheimer’s.
VVP: Our vision is economic vitality.
Breckenridge: We elevate Breckenridge beyond the tourism lens by enhancing our image as
a dynamic place where everyone is welcome to live, work, and visit.
Tourism Cares: We believe we can change the world through travel.
A Mission reflects the organization’s purpose or reason for existing. The mission statement
should guide the “what?” and “how?” actions and decision-making of the organization, spell out
its overall goal and provide a path. It establishes "the framework or context within which the
organization's strategies are formulated." It's a snapshot of what the organization will to do.
Discover Vail Mission: The mission of the Discover Vail destination marketing organization
is to attract visitors to Vail to deliver positive economic impact while respecting the Vail
community and championing the Vail way of life.
Town of Vail: Our mission is to provide exceptional public services, to people who live, work,
and play here so they can connect to the community and to nature, create memories, find
opportunities to thrive, and have the time of their lives.
Patagonia: Build the best product cause no unnecessary harm, use business to inspire and
implement solutions to the environmental crisis.
VVP: Our mission is to lead collaboration.
Breckenridge: Enhance the economic vitality of Breckenridge and the community’s unique
character and quality of life.
Tourism Cares: Uniting the travel industry, serving as a catalyst for positive social,
environmental, and economic impact for the people and places of travel.
Recognizing Approaching
Change
“Train Whistles Coming Down the Track”
What Are You Hearing in the Distance?
What Can You See?
What is Glaringly Close?
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Culture/Society Economy/Financial
Technology/Virtual Regulations/Legislation
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Why Is It Changing?
Need to see the big picture and
get high level, conceptual info.
What Is Changing?
Need to know or understand
the facts and bottom line.
How Is It Changing?
Need to know the details,
lots of details.
Who Changed It?
Need to know who decided
and who has been told.
Salerno, Ann & Brock, Lillie. The Change Cycle (San Francisco: BK Publishers, 2008)
(c) 2024 Leadership Outfitters Discover Vail Strategy www.leadershipoutfitters.com
When Must It Change?
Need to know timeframe,
preparation and implementation.
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Reasons for
Resistance to Change
•Loss of Control
•Excess Uncertainty
•Loss of Face
•Concerns About the
Future
•Competence
•More Work
•Past Resentments
•Threat is Real
•Self-Interest
•Lack of Understanding
•Minimal Trust
•Others?
Organizational
Development to
SWOT Analysis
Organizational Development
•Emerged 1950’s – 1960’s
•Definition: Approach to improving an organization’s problem solving through
collaborative practice; Planned process of change; An effort to increase
organizational effectiveness and health; and A long-range effort to improve
problem solving capabilities.
•Bottom Line: All Focused on Problem Solving.
Action Research
•Emerged mid 1940’s. Term coined by MIT professor/social psychologist Kurt Lewin
in 1944.
•Definition: A process of progressive problem solving & Based on participants in
the process examining their present situation and deciding what required change
or action.
•This was problem-solving issue which would be addressed by David Cooperrider’s
work in Appreciative Inquiry.
Strategic Planning
•Emerged as a need after World War II.
•History of several schools of thought in strategic planning including the “design
school” – came out of U. of California Berkeley and M.I.T. in 1957.
•Introduction of SWOT Analysis – Problem solving focus continues.
SWOT Analysis
•Strengths, Weaknesses, Opportunities & Threats (SWOT).
•Widely accepted and used by Trade Associations and Professional Societies.
•Recommended as primary strategic planning technique in association
management articles, journals, and texts.
•Continued to be recommended for the past 55 years.
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How does “Problem
Solving”
Differ from “Inquiry”?
•Focus: Past & Present
•Identifies Problem & “Felt
Need”
•Analysis of Causes
•Analysis of Possible Solutions
•Action Planning
•Organization is a Problem to
Be Solved
•Focus: Present & Future
•Identifies Aspirations
•Envisioning “What Might
Be”
•Dialogue “What Should Be”
•Innovating “What Will Be”
•Organization is a Mystery to
Be Embraced
Problem Solving
(SWOT)
Strengths; Weaknesses;
Opportunities; Threats
Appreciative Inquiry
(SOAR)
Strengths; Opportunities;
Aspirations; Results
Overview of Appreciative Inquiry
1.Invites us to consider the proposition that adopting an appreciative stance to organizational dynamics leads to more innovative and long-lasting transformation.
2.Narrative-based process of positive change.
3.Cycle of activity that starts by engaging all members of an organization or community in a broad set of interviews and deep dialogue about strengths, resources, and capabilities.
4.Moves people through a series of activities focused on envisioning bold possibilities dreams for the future.
Schein, E.H. (1999). Process consultation revisited, p. 56.
Strengths-Based SOAR Framework
•Strengths – What you do well? What are you excellent at?
•Opportunities – What are the opportunities that may or
may not be within your control? Meaning – don’t limit yourself.
•Aspirations – What do you aspire to become or do?
•Results – What measurable results do you seek to achieve? What
are the outcomes to be measured from the aspirations?
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PotentialDiscover Vail
Strategy
Themes
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Governance
Vail Experience
Awareness
Business
Development
Writing “What”
Statements
What …
do you want to do?
These statements may
start with words like:
Increase
Encourage
Improve
Build
Expand
Introduce
Advance
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Writing “How”
Statements
How …
will you do it?
These statements may start
With words like:
Form
Develop
Establish
Produce
Define
Request
Determine
Assist
Study
Resolve
Revise
Promote
Coordinate
Design
Create
Initiate
Identify
What are you goingto do?
How will you makeit actionable?
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Sample
Template for
Success Plan
Strategy Area:
#1 “What” Statement:
Actions/Tactics
1. ______________________________________________________________
Lead/Assigned to:
Action due by:
2. ______________________________________________________________
Lead/Assigned to:
Action due by:
3. ______________________________________________________________
Lead/Assigned to:
Action due by:
#2 “What” Statement:
Actions/Tactics
1. _____________________________________________________________
Lead/Assigned to:
Action due by:
2. ______________________________________________________________
Lead/Assigned to:
Action due by:
3. ______________________________________________________________
Lead/Assigned to:
Action due by:
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Dr. Steve Swafford, IOM, Balance Warrior + CEO, has worked more than 30 years for and
with non-profits, trade associations, and professional societies in areas of strategy,
leadership development, communication, membership and executive management. He
brings a practical knowledge of strategy and executive leadership with past organizations
such as the National Association of Home Builders (NAHB), Club Managers Association of
America (CMAA), and American Subcontractors Association (ASA) where he most recently
served as the executive director. He is active in California Society of Association
Executives (CalSAE) and American Society of Association Executives (ASAE) leadership
serving on the Board of Directors; Membership Committee Chair; Professional
Development Committee Chair (aka Purple Cow Posse); Southern California Regional
Council; Nominating Committee; University leadership advisor; and volunteer staff pastor.
Steve is also a 20-year faculty member for the U.S. Chamber of Commerce’s Institute of
Management and serves on the Curriculum Committee for the U.S. Chamber of
Commerce. A fourth generation Kansas farmer, Steve has a B.S. in journalism from
Kansas State University; a M.Div. from Wesley Theological Seminary in Washington, DC;
and an Ed.D. from Pepperdine University's School of Education & Psychology focusing on
Strategic Organizational Change. Steve is a Full-Time Practitioner Faculty for Pepperdine
University’s Graziadio Business School creating courses on organization design,
organization behavior, change, strategy, and leadership. He is also co-founder of
Leadership Outfitters, LLC.
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Washington, DC Office Los Angeles Office
Voice/Text: (301) 404-5323 Voice/Text: (310) 428-6795
Email: jill@leadershipoutfitters.com Email: steve@leadershipoutfitters.com
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