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Page 1: Leading from Behind Nelson Mandela Or from …...Leading from Behind ...Nelson Mandela Or from underneath! Leaders Matter Leaders Set Direction and Remove Barriers to Success Cambridge

Donorland Strategic Thinking & Action Planning 2020

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Leading from Behind ...Nelson MandelaOr from underneath!

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Leaders Matter

Leaders Set Direction and Remove Barriers to Success

Cambridge University School of Business, International Health Leadership Program

Clinical Leader Frustrations: Risk erosion of credibility with

colleagues

Thrown in pool with little training or experience in swimming

Hunger for science as well as art

Recognition of different: Language

Tools

Mindsets

Uncertainty of inputs, processes, results

Results horizon/timeline

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Leader’s Role

How can you unleash the potential, productivity, performance and pride of those around you to improve the probability for OPO success that is both significant and sustained?

Negatives, Avoid Factors that: Delay

Distract

Disrupt

Dissipate

Derail

Positives, Embrace Factors that: Encourage

Engage

Enable

Empower

Energize

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Leader’s Toolkit4

1. Visioning Yoga

2. FutureScanning: Scenario Building & Trend Casting

3. Hope Engine: Desired Future States by Stakeholder

4. Aikido Planning: Removing Obstacles to Strategy

5. Impact Spinner: Anticipating Consequences

6. Trust Building

7. Hero Happenings

8. Celebration Culture

9. Goal Forging: Metrics that Matter

10.Dashboarding

Donorland Strategic Thinking & Action Planning 2020

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Leadership is:

Getting work done with and through others.

Different but not more important than management.

Has many dimensions, attributes and competencies to master.

Essential to my work in the OPO

For me to have not just a job of impact but a Career of Impact

A means to extend and save lives

Not easy but not difficult

Effective when we master the “Q Factor”

About defining “the essential few” (3-5)

Situational

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Leaders Managers

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Integrated Competencies add Value

Greater Value Together

Leaders optimize the upside; Managers minimize the downside. Both together net more. Leaders envision possibilities; Managers calculate probabilities. Both together win more. Leaders focus on the ends; Managers focus on the means. Both together reach more. Leaders focus on the what; Managers focus on the how. Both together do more. Leaders prepare beyond the limits; Managers focus execution within limits. Both together

perform better. Leaders generate energy; Managers preserve energy. Both together energize more. Leaders seize opportunities; Managers avert threats. Both together progress more. Leaders are the first ones on battlefield; Managers are the last ones off. Both together triumph

more. Leaders amplify strengths, Managers reduce weaknesses. Both together develop more. Leaders provide vision; Managers provide execution. Both together achieve more. Leaders do the right things; Managers do things right. Doing both together is the right thing. Leaders drive change; Managers maintain consistency. Both together continuously improve. Leader/Manager distinction: “Leaders plant; Managers weed. Both together yield the greatest

harvest.

&

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The Essence of Leadership

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Heart

Mind Hands & Feet

Engagement is Key to Moving Hearts and Minds and Hands and Feet

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aikido

Steven Segal

Leaders remove obstacles to others, and redirect adversity to advantage

Engage stakeholders to mobilize their time, talents, treasure (their organs, tissues and/or resources)

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H T T P : / / W W W . L E A D E R S H I P A C A D E M Y . N H S . U K/ D E V E L O P - Y O U R - L E A D E R S H I P -

S K I L L S / L E A D E R S H I P - F R A M E W O R K / T H E -F R A M E W O R K - O V E R V I E W

NHS Leadership Framework

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Competencies

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The What of Leadership:

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The What of Leadership:

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The What of Leadership:

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The What of Leadership:

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The What of Leadership:

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The What of Leadership:

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The What of Leadership:

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The What of Leadership:

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Re s o u rc e s F o r E n h a n c e d

O rga n i za t i o n a l S u c c e s s & V i t a l i t y

D e v e l o p e d b y

J a m e s A . R i c e

S u s a n G u n d e rs o n

M ay 2 0 1 6

Strategic Visioning and Strategy DevelopmentDonorland 2020

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Donorland Strategic Thinking & Action Planning 2020

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Donorland: Characteristics of Many Societies

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Cross National & Cross Cultural Learning

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OPO Leader Challenges?

Great Leaders Earn Followers.Earning Followers… High IQ, yes, but also High EQEarning Followers… individuals, yes, but key is “Groups of Followers”

Key is “Tools of Engagement”. More and Better Execution!

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1. Courage2. Commitment3. Character4. Competence5. Confidence6. Creativity7. Communication8. Compliance9. Cash10. Catalyst11. Champion12. Celebrate13. collaborate

1. Donor Designations

2. Conversion Rates3. Donations4. Transplants5. QALYs

Resisters: Fritz or Freda? Enablers

Tools of Engagement to Overcome Resisters and Unleash Enablers

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In San Diego, all things are possible. What about when we go home?

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Engagement is Key to Our OPO Stakeholder Success

OPOs

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This is where we engage our stakeholders for smarter OPO Success

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OPO Visioning Toolkit

1 . V i s i o n i n g Y o g a

2 . F u t u r e S c a n n i n g : S c e n a r i o B u i l d i n g & T r e n d C a s t i n g

3 . H o p e E n g i n e : D e s i r e d F u t u r e S t a t e s b y S t a k e h o l d e r

4 . A i k i d o P l a n n i n g : R e m o v i n g O b s t a c l e s t o V i s i o n

5 . I m p a c t S p i n n e r : A n t i c i p a t i n g C o n s e q u e n c e s

6 . T r u s t B u i l d i n g

7 . H e r o H a p p e n i n g s

8 . C e l e b r a t i o n C u l t u r e

9 . G o a l F o r g i n g : M e t r i c s t h a t M a t t e r

1 0 . D a s h b o a r d i n g

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Fresh thinking about our desired future, and how to mobilize stakeholders to journey with us to achieve superior results.

Engagement tools to yield smarter ideas, plans, enhanced ownership of strategy, and cost effective execution…

For the Public Good.

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Borrow from Other Service Industries

Engagement Is Central

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F o u r K e y Q u e s t i o n s t o A s k & A n s w e r :

Q1: Where are we today?

Q2: Where should we be going tomorrow?

Q3: How shal l we get there?

Q4: Are we gett ing there?

T h e s e f r a m e t h e s t r a t e g y d e v e l o p m e n t p r o c e s s .

T h e p r o c e s s i s a s i m p o r t a n t a s t h e r e s u l t a n t p l a n .

U n d e r s t a n d t h e p r o c e s s . M a p t h e p r o c e s s . O w n t h e p r o c e s s

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Strategy Mapping

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Situation Analysis Phase:

Evaluation & Control Phase:

Where arewe now?

Where shouldwe be going?

How shallwe get there?

Are wegetting there?

Assemble facts onEnvironment &

Operations.Build Scenarios. Do Visioning

ConductS.W.O.T.Analysis

Identify PriorityIssues & Challenges

Define Directions:Mission/Vision /Cascading

Goals & ObjectivesDashboarding.

Explore Alternate Ways ofDealing with Issues

Develop Strategies toAchieve Results

Define Resource Needsfor Each Strategy

Establish Budgets:Capital & Operating

Establish M.I.S. to Gather& Display Data by

Objectives & Budget

Ongoing PerformanceEvaluation of

Units & Managers

Adjust Performance and/or Objectives

Strategy Formulation Phase:

Goal Formulation Phase:

Strategy Mapping Process

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T h e y s h o u l d n o t b e a d o p t e d b l i n d l y , b u t a d a p t e d c r e a t i v e l y f o r y o u r r e a l i t y a n d r e s o u r c e s .

T h e y a r e o n l y a c a t a l y s t f o r y o u r l e a d e r s h i p t e a m ’ s s t r a t e g i c t h i n k i n g a n d i d e a e x c h a n g e .

S t i m u l a t e y o u r s t a k e h o l d e r s t o b e e n g a g e d w i t h y o u i n a j o u r n e y t o s m a r t e r p l a n s a n d f a s t e r e x e c u t i o n .

U s e t h e s e t o o l s t o e n h a n c e y o u r “ E n g a g e m e n t Q u o t i e n t ” ( E Q )

D r i v e f o r h i g h e r E Q , n o t j u s t I Q .

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The Tools

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Tools for Tools

Rely on classic group process tools to leverage engagement among your teams to use the tools to optimal advantage

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Visioning Exercises

Newspaper article/headline

Scenario Building

Idea Factory

Charrette Process/Room/Web

Computer assisted modeling

Field Trips

W.B.S.

Issue Papers

ORT Aikido Exercises

Strategy Maps

Town Hall Forums

Project Management Software

Gantt Charts

P.E.R.T. Charts

Sticky Walls/Post-It Pads

Colored Dots

Opinion Polling Systems

Babushka Brainstorming

Fax Net and Email Net

Flip Charts/Transparencies

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Tools for Engagement:Mix Old & New Techniques

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Visioning Yoga

Two Alternate Exercises:

1. Headlines in 2020

2. Themed Envisioning

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Visioning Yoga

1. Headlines in 2020

Headlines that capture the essence of your desired future state, for each of your key stakeholders.

Key messages that support your headlines.

Encourage “Creative Conversations” about the factors that facilitate and factors that frustrate your desired Future State (How you look and behave in 2020).

These give you a running start at your business planning and budgeting.

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Visioning

How should we look and behave in Summer of 2020?

These will be summarized to help guide future strategy development and momentum building.

Stakeholder Story 2020 for:

------------------------------------------

Pick Newspaper or Magazine

Headline about achievement

Key messages in story that celebrate what we have become from perspective of this stakeholder

Obstacles for us to earn this recognition?

Actions for us to earn this recognition?

Donorland Strategic Thinking & Action Planning 2020

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Visioning Yoga

2. Themed Envisioning

This tool can also be used as a warm-up exercise for your strategic thinking teams.

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What does this expression mean to you? Obstacles to achieve your meaning?Strategies to encourage/facilitate this meaning in next 3-5 years?

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39Donorland Strategic Thinking & Action Planning 2020

What does this expression mean to you? Obstacles to achieve your meaning?Strategies to encourage/facilitate this meaning in next 3-5 years?

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40Donorland Strategic Thinking & Action Planning 2020

What does this expression mean to you? Obstacles to achieve your meaning?Strategies to encourage/facilitate this meaning in next 3-5 years?

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What does this expression mean to you? Obstacles to achieve your meaning?Strategies to encourage/facilitate this meaning in next 3-5 years?

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42Donorland Strategic Thinking & Action Planning 2020

What does this expression mean to you? Obstacles to achieve your meaning?Strategies to encourage/facilitate this meaning in next 3-5 years?

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Future Scanning

Explore alternate futures for your organization.

Teams to do “Trend Casting” to encourage fresh thinking about factors that could impact your plans and performance.

Build possible Scenarios from your trend casting results.

Facilitate Critical Conversations about factors that could increase probability for the scenarios.

Examine the implications for these Scenarios in SWOT and Start, Stop, Continue Worksheets

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Scenarios

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Trend Casting

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Demographic Trends

Social Cultural Trends

Economic Trends

Medical Science Trends

Regulatory Policy Trends

Healthcare Delivery Trends

Purchaser Payer Trends

Human Resources Trends

Technology Trends

Wild Card Trends

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Scenario Building

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Best Scenario Middle Scenario Worst Scenario

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SWOT Mapping

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Strengths:

Weaknesses:

Opportunities:

Threats:

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SSC Strategy Mapping

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Start these strategies:

Stop these strategies:

Continue these strategies:

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Hope Engine

Identify key recipients for your services.

Develop two lists: their Hopes and their Fearsin the year 2020 related to your mission.

Prioritize the two lists.

Define strategies to remove the Fears, and strategies to achieve their Hopes.

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Hopes for This Recipient:

Recipient:

Strategies to Achieve Hopes:

Fears for This Recipient:

Strategies to Remove Reduce Fears:

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Aikido Planning

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Aikido Action Planning Technique:

Step 1: fast brainstorm of everything group can think of that would frustrate achieving the job at hand(obstacles to goal);

Step 2: group prioritizes to the top 3-5 obstacles based on their judgment about the relative importance and likelihood of the obstacle (use simple or complex voting to save time)

Step 3: assign each one of the top obstacles to a small group and ask them to quickly define the top 3-5 practical ways to remove, reduce or work-around the obstacle;

Step 4: ask full group to listen to small group reports, and then list all the actions that could be taken to attack the top obstacles, add added ideas that are stimulated by this discussion;

Step 5: group prioritizes the long list of possible actions into the top 3-5 actions regardless of obstacle they are associated with… this list becomes the core of your overall action plan to accomplish the original job or goal.. It will be about 85% of a great plan… further discussion or work by experts could add ideas for the rest of the 15% success that you may want

Step 6: Write up the Action Plan with timetable and accountabilities and get it done and celebrate your success in small steps along the journey of implementation

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Impact Spinner

High performance organizations anticipate the factors that are likely to facilitate or frustrate the successful implementation of their plans and strategies.

Identify for each of your key strategies, new program initiatives or investments the reasonably possible impacts.

Make sure all identify at least one positive and one negative impact.

Each impact has a corresponding set of secondary impacts. Map them. Explore (spin) actions to remove the negatives, and actions to ensure the positives.

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Implications

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Impact Spinning for Execution Planning

Potential Action/Strategy:

Implication:

Implication:

Implication:

Implication:

Implication:

Implication:

Note: You must have at least one positive, and one negative impact!

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Trust Building

Trust nurtures willingness to engage in strategy planning and in strategy execution.

Studies in many cultures and organizations have identified six dimensions as valuable to “Trust Building”

Ask your stakeholders to define actions that improve the probability that each dimension will thrive in your setting.

Trust matters, but does not just happen.

Create organizations and processes that encourage your leaders to talk the talk, and walk the talk of Trust.

Trust must be earned.

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Spirit of Unity

Strategic Competence

Predictability & Reliability

Integrity & Openness

Collaborative Intent

Psychological Safety

Please do actions that support this (Do’s), and avoid factors that constrain this (Taboo’s)

Do’s: Taboo’s:

Do’s: Taboo’s:

Do’s: Taboo’s:

Do’s: Taboo’s:

Do’s: Taboo’s:

Do’s: Taboo’s:

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Hero Happenings

Who are the likely heroes in your journey to achieve your mission?

Who can help you identify those persons that go above and beyond their regular work to deliver superior support & results?

What would be the types of recognition & rewards they would value and incent them to continue their good work?

How would you celebrate their performance in way that also motivates others to excel?

How would you manage the venues in which Heroes are recognized and rewarded?

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Great leaders learn to listen, and listen to learn.

Stories Trump Strategy

How can you unleash the stories among your stakeholder Heroes that go above and beyond to serve their neighbors, referral sources, donor families, funding donors and partners?

Beyond Numbers to Emotions.

Publish anecdotes and stories about real people serving real people.

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Celebration Culture

Leaders set the tone of expectations , for good or bad. The expectations for superior results, behaviors , ethics or style matter for both internal and external stakeholders.

Culture is the expected norms and style of how we do things.

Periodically conduct risk free conversations about your current culture, its history, and its positive and negative features.

Discuss how the culture could/should improve.

Invite ideas to continuously celebrate the desired positive aspects of your culture.

Celebrate ideas, inspiration, intent, initiatives and results. Celebrate people and teams inside and outside the organization.

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Possible Considerations in Celebration Culture

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Plans

People

Process

Project management

Pride

Passion

Praise

Parking

Pay teams

Pay Individuals

Profits

Pride

Promotions

Plaques

Pats

Pizza

Prizes

Promises (hope)

Promises (commitment)

Promises (interpersonal)

Develop worksheet for teams to define how to apply each in your unique setting and situation: for both your top 5 internal and external stakeholders

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Goal Forging

Goals are the key results your team needs to accomplish in your journey to mission & vision.

1. Define Results Hierarchy

2. Define SMART Goals.

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Results Hierarchy:Cascading Targets of Performance

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Desired results at one level of organization or project define the results needed in the subsequent level, and cascades to each additional level.

Each result (performance metric_ must also be owned by a real person.

Discipline of 3-5 Metrics at each level helps enhance implementation

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Define and Own Results Oriented Metrics.SMART Goals Help.

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Specific

Measurable

Attainable

Realistic

Timely

Specific - A specific goal has a much greater chance of being accomplished than a general goal. To set a specific goal you must answer the six "W" questions: *Who: Who is involved? *What: What do I want to accomplish? *Where: Identify a location. *When: Establish a time frame. *Which: Identify requirements and constraints. *Why: Specific reasons, purpose or benefits of accomplishing the goal.

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Specific

Measurable

Attainable

Realistic

Timely

Measurable - Establish concrete criteria for measuring progress toward the attainment of each goal you set. When you measure your progress, you stay on track, reach your target dates, and experience the exhilaration of achievement that spurs you on to continued effort required to reach your goal. To determine if your goal is measurable, ask questions such as......How much? How many? How will I know when it is accomplished?

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Specific

Measurable

Attainable

Realistic

Timely

Attainable - When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. You begin seeing previously overlooked opportunities to bring yourself closer to the achievement of your goals. You can attain most any goal you set when you plan your steps wisely and establish a time frame that allows you to carry out those steps. Goals that may have seemed far away and out of reach eventually move closer and become attainable, not because your goals shrink, but because you grow and expand to match them. When you list your goals you build your self-image. You see yourself as worthy of these goals, and develop the traits and personality that allow you to possess them.

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Specific

Measurable

Attainable

Realistic

Timely

Realistic - To be realistic, a goal must represent an objective toward which you are both willing and able to work. A goal can be both high and realistic; you are the only one who can decide just how high your goal should be. But be sure that every goal represents substantial progress. A high goal is frequently easier to reach than a low one because a low goal exerts low motivational force. Some of the hardest jobs you ever accomplished actually seem easy simply because they were a labor of love. Your goal is probably realistic if you truly believe that it can be accomplished. Additional ways to know if your goal is realistic is to determine if you have accomplished anything similar in the past or ask yourself what conditions would have to exist to accomplish this goal

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Specific

Measurable

Attainable

Realistic

Timely

Timely - A goal should be grounded within a time frame. With no time frame tied to it there's no sense of urgency. If you want to lose 10 lbs, when do you want to lose it by? "Someday" won't work. But if you anchor it within a timeframe, "by May 1st", then you've set your unconscious mind into motion to begin working on the goal. T can also stand for Tangible - A goal is tangible when you can experience it with one of the senses, that is, taste, touch, smell, sight or hearing. When your goal is tangible you have a better chance of making it specific and measurable and thus attainable

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Dashboarding

Reach agreement on a short list of the 3-5 essential indicators that you are achieving your mission and strategic goals.

Establish metrics & graphics for your key “Performance Pillars” for each key performance period:

Monthly

Quarterly

Yearly

Post to Intranet & encourage frequent monitoring and celebration of

“Progress to Plan”

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Red: Out of agreed Performance RangeExplore fast. Ask good questions about causes and improvements.

Yellow: Almost out of acceptable performance rangeDefine factors that could cause deterioration or improvement.

Green: At or above the performance rangeCelebrate contributing factors . Move on.

The Key is to reach consensus, before the performance period, on key metrics, and the acceptable range of performance. Graphics matter.

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I n t r a n e t s A n d E x t r a n e t s M a t t e r .

G o o g l e B o a r d P o r t a l s a n d E x p l o r e D e s i g n O p t i o n s

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Board Portals:Harnessing 24/7 Information and Decision Support

Tools

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Talent Management

Our most important resources for mission accomplishment on behalf of our recipients and the designated donors are our staff and our partners in donor hospitals and transplant centers.

We need to invest wisely in recruiting, orienting, developing and supporting our human capital resources.

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What model of Leadership Development Programming is needed for Donorland to help ensure success in the period 2010 to 2010?

Competencies in Leadership Team?

Curriculum Design Dimensions?

Learning Resources in Curriculum?

Sources of Funding?

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Marketing & Communications

What is our “Value Proposition” for each of our internal and external stakeholders?

For each stakeholder, we need an action plan and budget that supports answers to these key questions:

Desired behavior/results from each stakeholder

Message for each stakeholder audience

Medium best suited to message and audience

Metrics that message is driving the desired results.

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Stakeholder:

Desired Behavior/Results:Key Message(s) to Drive Results:

Medium for Each Message:

Work Plan Tasks and Accountabilities:

Budget to Support Work Plan:

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Governance

How can your governance model, governing body member competencies, processes, systems, and meetings best be enhanced?

Great leaders “Manage Up” to the many public and private sector governance bodies and processes that shape the context in which they seek to thrive.

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OPO Visioning Toolkit

1 . V i s i o n i n g Y o g a

2 . F u t u r e S c a n n i n g : S c e n a r i o B u i l d i n g & T r e n d C a s t i n g

3 . H o p e E n g i n e : D e s i r e d F u t u r e S t a t e s b y S t a k e h o l d e r

4 . A i k i d o P l a n n i n g : R e m o v i n g O b s t a c l e s t o V i s i o n

5 . I m p a c t S p i n n e r : A n t i c i p a t i n g C o n s e q u e n c e s

6 . T r u s t B u i l d i n g

7 . H e r o H a p p e n i n g s

8 . C e l e b r a t i o n C u l t u r e

9 . G o a l F o r g i n g : M e t r i c s t h a t M a t t e r

1 0 . D a s h b o a r d i n g

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