Collaborative Strategic Leadership: A
Dynamic 21st Century Approach to
Strategic Planning
Presented by
Sherry Schiller
Ryman Ballroom D
Friday, October 17
10:30a.m.-12:15p.m. & 1:30-3:15p.m.
These sessions are supported through a grant from the
Barbara H. Mulville Endowment Fund of the AFP
Foundation for Philanthropy.
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Collaborative Strategic
Leadership:
A Dynamic 21st Century Approach to
Strategic Planning
Sherry Schiller, Ph.D.
President, Schiller Center
[email protected]
www.schillercenter.org
801 Duke Street
Alexandria, VA 22314 USA
703.684.4735
2008 Leadership Academy
www.afpnet.org 2
What are our goals for this session?
• Identify benefits (& costs) of strategic
planning
• Examine the AFP & other strategic planning
models
• Share ideas and strategies that work
• Connect with & serve as resources to one
another
• Others?
2008 Leadership Academy
www.afpnet.org 3
“Planning is bringing the future
into the present so that you can
do something about it now”
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Best/Worst Exercise
What are the traits of the best/worst
social systems you’ve experienced?
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What is Strategic Planning?
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Good luck is not enough!
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Strategic Planning
Definitions
Strategic planning is a vision of what the organization should be. It
provides a framework which guides choices that determine the nature
and direction of an organization.
--Ben Tregoe
Strategic planning is the process by which guiding members of an
organization envision its future and develop the necessary procedures and
operations to achieve that future.
--Pfeiffer, Goodstein, and Nolan
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The Essence of Strategic Planning:
Spirit & Order
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The Essence of Strategic Planning:
(Focused) Spirit & (Flexible) Order
FOCUS (from AFP’s current strategic plan):
“It was also agreed that AFP’s existing Core Ideology
Purpose, Values, Mission and Vision – would not
change. Core Ideology clarifies what doesn’t change
for an organization despite changes in the business
environment.”
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The Essence of Strategic Planning:
(Focused) Spirit & (Flexible) Order
FLEXIBILITY(from AFP’s current strategic plan):
“An emphasis is being placed on clearly defining
measurable outcomes for the goals and specific
metrics to measure the outcomes. The outcome
statements are intended to define what success will
look like when AFP has achieved the goal. Defining
the outcomes is critical to setting targets for the
future.”
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What can strategic planning
do for your AFP Chapter?
…and what are its costs and limitations?
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What is the AFP Strategic Planning Model?
Step 1: CREATE AND ORGANIZE THE PLANNING PROCESS
a) determine planning goals, process, planning committee participants and
timeline
b) gain agreement on the process from staff, board and other decisionmakers
c) gain commitment from participants for planning goals, process and
timeline
Step 2: REVIEW AND CLARIFY ORGANIZATIONAL HISTORY, MISSION
AND VISION
a) review history, current mission and vision
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What is the AFP Strategic Planning Model? (cont.)
Step 3: IDENTIFY ORGANIZATIONAL CONSTITUENTS
a) identify all groups and individuals who affect or are affected by the
organization
Step 4: CLARIFY ORGANIZATIONAL MANDATES
a) identify formal and informal constituent mandates
b) determine what is and what is not expected of the organization based on
these mandates
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What is the AFP Strategic Planning Model? (cont.)
Step 5: ASSESS THE INTERNAL ORGANIZATIONAL ENVIRONMENT
(research)
a) identify and analyze internal organizational strengths
b) identify and analyze internal organizational weaknesses
Step 6: ASSESS THE EXTERNAL ENVIRONMENT (research)
a) identify and analyze external threats
b) identify and analyze external opportunities
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What is the AFP Strategic Planning Model? (cont.)
Step 7: CREATE A VISION FOR THE FUTURE
a) visualize and document a proactive vision for the organization's future at a
certain date
Step 8: IDENTIFY CRITICAL ORGANIZATIONAL ISSUES
a) develop and prioritize critical issues to be addressed in order to meet the
mission and reach the vision
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What is the AFP Strategic Planning Model? (cont.)
Step 9: FORMULATE PLAN TO ADDRESS CRITICAL ISSUES
a) set overall goals
b) develop critical objectives
c) determine measurements of success
d) develop action steps, responsibility assignments and time-lines for
each strategy
Step 10: CREATE THE STRATEGIC PLAN REPORT/IMPLEMENT
a) write draft plan and have planning team members review it
b) complete final plan
c) disseminate for implementation by board, staff, volunteers
d) set review time
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The Connective Change Cycle
Define
Design
Purpose
Programs
Shine
People
Processes
Align
Refine
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The Strategy Loop
http://www.simon.rochester.edu/programs/executive-education/ocdus-may2008/pre-read-materials/download.aspx?id=3174
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How are the AFP and Connective Change
Models
Similar?
Different?
…& what other models do you know?
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Step by Step:
I. DEFINE (Making Sense)
•
•
•
•
•
•
AFP Step 1: Create & Organize
the Planning Process
AFP Step 2: Review & Clarify
Organizational History, Mission
& Vision
AFP Step 3: Identify
Organizational Constituents
AFP Step 4: Clarify
Organizational Mandates
AFP Step 5: Assess the Internal
Organizational Environment
AFP Step 6: Assess the
External Environment
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Step by Step:
II. DESIGN (Making Choices)
•
•
•
•
AFP Step 7: Create a Vision for
the Future
AFP Step 8: Identify Critical
Organizational Issues
AFP Step 9: Formulate Plan to
Address Critical Issues
AFP Step 10: Create the
Strategic Plan
Report/Implementation
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Step by Step:
III. ALIGN
(Making Things Happen)
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Step by Step:
IV. REFINE
(Making Revisions Based on New Information)
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Step by Step:
V. SHINE!
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Discussions Thru the Strategy Loop
http://www.simon.rochester.edu/programs/executive-education/ocdusmay-2008/pre-read-materials/download.aspx?id=3174
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How to get started:
• Contact your AFP Chapter Services Director for info, models,
resources
• Talk with other Chapter leaders
• Use this power point as foundation for a Chapter conversation,
commitment
• List all the things your chapter will be able to do (and will not be
doing) one year from now if it demonstrates this discipline
• Learn more about AFP’s strategic plan and how your chapter
can align its goals and metrics. Go to:
http://www.afpnet.org/ka/ka3.cfm?content_item_id=23966&folder_id=885
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Okay, that addresses the
what…
…but what about the how?
…what if your Chapter culture or leadership isn’t
as constructive as it needs to be?
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Formula for Constructive Change Initiatives
Elements:
A Felt Need for Change
If Missing:
Lack of motivation, apathy
+ Constructive Organizational Culture
Defensiveness, lack of safe environment
+ A Clear Vision of Change
Confusion, anxiety & misunderstanding
+ A Belief that Change is Possible
Indifference, frustration, cynicism
+ A Positive Guiding Coalition to Lead
Inaction, disillusionment
+ Practical First Steps
Frustration
+ Process to Communicate/Engage Others
Isolation, mistrust, rumors
+ Early, visible substantive/symbolic results
Cynicism, disengagement
Greater than the COST OF CHANGE
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Summary
•
•
•
•
What loose ends do we yet need to address?
What did we learn?
How will we apply it?
Remember, a good plan today is better than a
perfect plan tomorrow!
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