1. Leadership and Administrative Dynamics
Eckerd Fall 2010

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. Visioning
Enabling Analyzing
Inventing Relating

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. 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. 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.

7. Vision Statements continued
• Weare 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.

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. 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. 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. 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.

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. 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

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. 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. STAKEHOLDERS

17. Community
Business
Employees
Partners
CEO
Board of
Clients
Directors
Provider
Community

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. LEADERSHIP ANALYSIS
Culture 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. 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. 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. 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. 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. Goals
• Definition
• A statement that describes in broad terms what the client
will do.
• Example
• Client will reduce alcohol use.

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. Short Long
Inputs Activities Outputs Term Term
Goal Goal

27. Funding
Staff Supplies
Inputs

28. Training
Counseling
Program
Meals Made
Development
Activities

29. Number of
trainings
Number of
counseling
sessions
Number of staff
who can explain
Number of meals
their role in the
served
program
methodology
Outputs

30. Learning
Skills
Motivation Attitudes
Short
Term
Outcomes

31. Environmental Economic
Behavior Policies
Social
Long Political
Term

33. 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

34. PEST
• Political
• Economic
• Social
• Technological
• Break out session. Perform this test
for the agency you work for and present
it to the class.