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Leadership and Administrative Dynamics Eckerd Fall 2011 Agenda Strategic Planning PEST/SWOT Logic Model Planning Exercise Memo Writing What is strategic planning? Defining vision, mission, goals, objectives, outputs, and units of service. How leaders guide staff in strategic planning exercises. Strategic planning tools reviewed in class Program planning reviewed in class Predicting future behavior and prevention. Read memos in class. Visioning Enabling Inventing Analyzing Relating 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 • Where does it go wrong? • Imposed vision • Acting on assumptions – not datadrive decision making • Discounting or disregarding key stakeholders • If it’s not broke, why change? • Forced internal competition for resources Vision Statement What it is and what it is not We seek a world of hope, tolerance and social justice, where poverty has been overcome and people live in dignity and security. CARE will be a global force and partner of choice within a worldwide movement dedicated to ending poverty. We will be known everywhere for our unshakeable commitment to the dignity of people. Vision Statements continued • We are committed to serving all youth who come to us, acknowledging our special commitment to the young adults of New York City. Our services will address the immediate needs of young people in crisis, and facilitate their transition to adulthood and self-sufficiency. Vision Statements continued • To be a national model for community engagement generating financial and voluntary contributions to meet local needs and make lasting improvement to our quality of life. 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 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. Mission Statements continued • We who recognize God's 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 God's 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. 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 • 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 organizational climate and culture 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 Components of a Mission Statement Customers Markets Survival, Growth, and Profitability Products or Services Technology Philosophy Concern for Public Image Selfconcept Concern for Employees STAKEHOLDERS Community Business Partners Employees CEO Board of Directors Clients Provider Community 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. LEADERSHIP ANALYSIS Culture and Values Flexibility Clan Culture Adaptability Culture Values: Cooperation Consideration Agreement Fairness Social equality Values: Creativity Experimentation Risk-taking Autonomy Responsiveness Internal focus External focus Bureaucratic Culture Achievement Culture Values: Competitiveness Perfectionism Aggressiveness Diligence Personal initiative Values: Economy Formality Rationality Order Obedience Stability 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 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 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 What are ethics? • Ethos – conduct, customs or character • The kinds of values and morals an individual or society finds appropriate or desirable. Northouse • Are ethics relative? • Virtue (defined): a trait of character, manifested in habitual action, which is good for a person to have. • Examples of Virtues: Benevolence, Fairness, Self-Discipline Self-Reliance , Honesty, Tolerance Conscientiousness, Loyalty, Justice Northouse • “In any decision-making situation, ethical issues are either implicitly or explicitly involved. The choices leaders make and how they respond in a given circumstance are informed and directed by ethics.” Ethical Theories Based On SelfInterest vs. Interest For Others Concern for Self-Interest High •Ethical Egoism Ethical Egoism •Utilitarianism Medium Utilitarianism •Altruism Low Low Medium Altruism High Concern For The Interest of Others Examples • Ethical egoism – upward aspiring manager who wants her team to be the best in the company • Utilitarianism – We should create the greatest good (happiness) for the greatest number of people. (What did Rawls say about this?) • Altruism - Leader does what is best for others even when it conflicts with what is good for him/her. Virtue based ethics • Leaders should develop virtues such as perseverance, publicspiritedness, integrity, truthfulness, fidelity, benevolence and humility. Velasquez • “Where your treasure lies, there your heart shall also be.” actions good worthy human being virtues •Leaders have more power and so more responsibility for their actions with others. What do leaders do? • Model ethical behavior. • Mobilize staff to face challenges. • Maslow – leader’s role in assuring staff motivation and moral development. • Move staff to a higher bar for moral responsibility. Moral Environment • How is this decided? • What about gray areas? • What if staff individual morals are not consistent with the leader’s desired actions. Servant Leadership Leader first Servant first The BEST Test Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived? • Servant Leader • Removes inequalities • Shifts authority to staff • Values marketplace of ideas • Listens • Is Empathetic • Establishes an unconditional covenant with staff Principles of Ethical Leadership Respects Others Builds Community Manifests Honesty Serves Others Ethical Leadership Shows Justice How do we treat staff? • Treat staff as an “end”, not as a “means to our end.” • Discussion Senge • Leaders should be stewards of the vision. • Integrate vision with staff. • These leaders see themselves as a part of the agency and not THE agency. Justice Staff Staff Staff Are all equal Example • Describe an example from work where staff were obviously treated differently. Rawls • If we are “cooperating” with each other, we must be concerned with issues of fairness to promote the common interest. •A person is required to do his part as defined by the rules of the institution when one has voluntarily accepted the benefits of the arrangement. What does this mean? • When we cooperate for mutual gain, we agree to restrict our liberties for the greater good. • We should not gain from this relationship without doing our fair share. Obligations • Voluntary • Defined by rules • Are owed to those cooperating within a structure or institution. To Each Person Equal share Person’s right Individual need Decision Individual effort Merit Societal contribution Honesty • Do not promise what you can’t deliver. • Do not misrepresent. • Do not “spin” situations for your gain. • Accept obligations. • Accept accountability. • Do not use “survival of the fittest” as an excuse for being dishonest. Builds Community • Leaders seek to reach out to wider social collectivities and seek to establish higher and broader moral purposes. • Goals of the agency are bound up in the common good and public interest.