mpi dallas/ft. worth chapter mid year leadership retreat january 11-13, 2008 westin stonebriar...
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MPI Dallas/Ft. Worth Chapter Mid Year Leadership RetreatMPI Dallas/Ft. Worth Chapter Mid Year Leadership Retreat
January 11-13, 2008Westin Stonebriar Resort
North Dallas
FacilitatorRick Weaver,
Chief Inspiration Officer
Welcomes & IntroductionsWelcomes & Introductions
Nancey Hernandez, CMPNancey Hernandez, CMPPresidentPresident
Nancey Hernandez, CMPNancey Hernandez, CMPPresidentPresident
Please welcome…
Mid-Year leadership retreats are the time we have the opportunity to spend significant time together to recap the year to date and assess what we need to do to finish the year with success.
It is important that this time be focused on evaluating our business plan, which enhances the MPI brand strategy, and makes best use of both MPI resources and chapter leaders, in order to deliver valuable programs and benefits to members.
Retreat Overview & ObjectivesRetreat Overview & Objectives
Retreat Overview & ObjectivesRetreat Overview & Objectives
Moreover, chapter leadership is charged with delivering these programs and benefits. This is an awesome and bold challenge your leadership is capable of meeting.
With volunteer teams, there tends to be both limited time and limited experience of working with fellow team members. It is crucial, therefore that plans are based upon a realistic assessment of available time and that effective teamwork is facilitated as soon as possible.
In addition, if communication and other systems do not take into account the relative strengths and weaknesses of team members, potential will be lost for pursuing great services and programs.
Properly used, mid-year planning retreats afford an opportunity for leadership to come together and to:
Retreat Overview & ObjectivesRetreat Overview & Objectives
• Reinvigorate effective teams through respectful interaction with each other
•Evaluate your current strategic & business plan progress
• Re-instill a clear understanding of our operating environment
• Learn from the experience of chapter history to date to help us clearly identify our pathway to success
• Agree our business plan goals are S.M.A.R.T. which will help to ensure accountability and implementation
• Establish that we are effectively monitoring and evaluating our plan
Retreat Overview & ObjectivesRetreat Overview & Objectives
YOUR Retreat Overview & ObjectivesYOUR Retreat Overview & Objectives
What Do You Hope To What Do You Hope To Accomplish At This Accomplish At This
Retreat?Retreat?
What Do You Hope To What Do You Hope To Accomplish At This Accomplish At This
Retreat?Retreat?
Getting StartedGetting Started
Let’s Set OurLet’s Set OurMeeting Ground RulesMeeting Ground Rules
Let’s Set OurLet’s Set OurMeeting Ground RulesMeeting Ground Rules
The White Elephant SyndromeThe White Elephant Syndrome
There’s a white elephant in the middle of the room…
Everybody knows it’s there…
But no one is willing to talkabout it!
“Healthy” organizations are not afraid to ask the hard questions and not afraid to talk about what makes them unhealthy.
Re-Imagining Business Relationships With ChaptersRe-Imagining Business Relationships With Chapters
Kimberly Fisher, CAEKimberly Fisher, CAEMPI D/FW Chapter Business MPI D/FW Chapter Business
ManagerManager
Director of Chapter Business Management MPIDirector of Chapter Business Management MPI
Kimberly Fisher, CAEKimberly Fisher, CAEMPI D/FW Chapter Business MPI D/FW Chapter Business
ManagerManager
Director of Chapter Business Management MPIDirector of Chapter Business Management MPI
Please welcome…
Re-Imagining Business Relationships With ChaptersRe-Imagining Business Relationships With Chapters
International OverviewGlobal membership approximately
22,970 International association grew by 6.43% over the last year
Overall MPI retention 75.77%
Re-Imagining Business Relationships With ChaptersRe-Imagining Business Relationships With Chapters
DFW Chapter904 Members
890
895
900
905
910
915
920
Dec-06
Jan-07
Feb-07
Mar-07
Apr-07
May-07
Jun-07
Jul-07
Aug-07
Sep-07
Oct-07
Nov-07
Dec-07
Re-Imagining Business Relationships With ChaptersRe-Imagining Business Relationships With Chapters
DFW ChapterYear over Year Comparison
700
750
800
850
900
950
Jun Jul Aug Sep Oct Nov Dec
2005
2006
2007
Re-Imagining Business Relationships With ChaptersRe-Imagining Business Relationships With Chapters
Chapter Cancels
0
5
10
15
20
25
30
35
40
45
Dec-06
Jan-07
Feb-07
Mar-07
Apr-07
May-07
Jun-07
Jul-07
Aug-07
Sep-07
Oct-07
Nov-07
Dec-07
Re-Imagining Business Relationships With ChaptersRe-Imagining Business Relationships With Chapters
Retention Rate
70
72
74
76
78
80
82
84
Dec-06
Jan-07
Feb-07
Mar-07
Apr-07
May-07
Jun-07
Jul-07
Aug-07
Sep-07
Oct-07
Nov-07
Dec-07
Retention
DFW International
Volunteer ManagementVolunteer Management
The four (4) biggest challenges facing chapter leaders The four (4) biggest challenges facing chapter leaders today are:today are:
1. How to demonstrate and communicatethe value of volunteerism
2. How to choose the most effective volunteer leaders & volunteers
3. How to recruit and retain volunteers
4. How to prepare leaders
Volunteer ManagementVolunteer Management
Therefore, it is crucial at Mid-Year we ask ourselves if we are doing everything possible to:
• Make the most of our volunteers time• Recruit the “right” volunteers• Effectively train our volunteers• Recognize our volunteers
As we begin evaluating the success of our plan to date, we need to ensure we are addressing these items in addition to the goals already identified.
7 Measures of Success7 Measures of SuccessWhat Remarkable Associations Do That Others Don’t
• Commitment to Purpose• A Customer Service Culture• Alignment of Products & Services
• Commitment to Analysis & Feedback• Data-driven Strategies• Dialogue & Engagement• CEO as a Broker of Ideas
• Commitment to Action• Organizational Adaptability• Alliance Building
a person who functions as an intermediary between two or more parties in negotiating agreements, bargains, or the like.
7 Measures of Success7 Measures of Success
A Customer Service Culture
Alignment of Productsand Services with Mission
Commitment to Purpose
Data-drivenStrategies
Dialogue andEngagement
CEO as a Brokerof Ideas
Commitment toAnalysis & Feedback
OrganizationalAdaptability
AllianceBuilding
Commitment to Action
RemarkableRemarkable
YTD in ReviewYTD in Review
What has worked so far?
What hasn’t worked so far?
What needs to be changed (if anything)?
What have we done our members found benefit through…What brought us success…What will we be talking about for years to come…
What have we done to drive members away…What have we done that didn’t meet our members needs…
Are there any products or services we offered we needto re-evaluate or eliminate…
Strategic/Business/Action Plan OverviewStrategic/Business/Action Plan Overview
StrategicPlan
StrategicPlan
1. Long Range (3-5 Years)2. Typically Not Dynamic3. Will Contain Big Picture Objectives4. Dreams & Visions
BusinessPlan
BusinessPlan
1. Annual2. Typically Dynamic3. Goals Must Support SP Objectives4. S.M.A.R.T.
ActionPlan
ActionPlan
1. Annual2. Typically Dynamic3. Tasks Must Support BP Goals
Specific Measurable Achievable Realistic & Time-Based
Real Purpose of A Business PlanReal Purpose of A Business Plan
Provides a clear reference point for potential external funders
Enables optimum use and leverage of the global MPI global brand
Is capable of measurement and refinement – which can lead to enhanced PR, sponsorship and increased membership
ROI of membership and volunteering is easier to demonstrate
Real Purpose of A Business PlanReal Purpose of A Business Plan
Clarity of Purpose and direction for Leadership, Committees and Membership
Empowerment to act
Provides the framework for operations
Should result in more efficient and effective use of financial, human and time resources
Real Purpose of A Business PlanReal Purpose of A Business Plan
…what can occur when you don’t have a Business Plan:
• No or constantly changing direction
• Non-optimum use of resources
• Breeds a culture of personal agenda
• Makes communication to members less consistent
• ROI of membership more difficult to demonstrate making the challenge of effective member care more difficult to get right
• Uncertainty about what volunteer leaders will actually lead!
What’s One Thing You What’s One Thing You Learned About A Fellow Learned About A Fellow Leader Yesterday You Leader Yesterday You Didn’t Already Know?Didn’t Already Know?
What’s One Thing You What’s One Thing You Learned About A Fellow Learned About A Fellow Leader Yesterday You Leader Yesterday You Didn’t Already Know?Didn’t Already Know?
Good Morning!Good Morning!Good Morning!Good Morning!
Business Plan ReviewBusiness Plan Review
As we begin to review our Business Plan, we need to ask ourselves the following questions to ensure we are following the 7 Measures of Success…
1. Are we making “data-driven” decisions?
2. Do these goals fully “engage” our members?
3. Do our goals reflect our willingness to “organizationally adapt” to the changing needs of our members?
Official Board MeetingOfficial Board Meeting
Let’s call this meetingLet’s call this meetingto order…to order…
Let’s call this meetingLet’s call this meetingto order…to order…
Recycle Bin / Next StepsRecycle Bin / Next Steps
• Did we miss anything?
• Is there something that needs future scheduling for completion?
• What is the first thing you are going to do to assist in your success?
