lizz pellet vp educational sales the sourcing institute fellow, johns hopkins university pihra board...
TRANSCRIPT
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Lizz Pellet
VP Educational Sales
The Sourcing InstituteFellow, Johns Hopkins University
PIHRA Board FacilitationDecember 2015
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Today’s Program
• What is the PIHRA culture? • Understand “Friction versus Flow” and how that effects
strategic conversations• Moving from tactical to strategic, what it takes to be a
trusted advisor• Best practices • Vision, Mission and Values alignment • Member Value proposition• How to deploy some of the new social technologies and
collaboration tools available to you that can allow you to communicate at a higher level
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How is Culture Created?
LeadersLeaders
Actions and Behavior of Leaders
Actions and Behavior of Leaders
Allocation of Attention & Resources
Allocation of Attention & Resources
What Gets Rewarded & What
Gets Punished
What Gets Rewarded & What
Gets Punished
CultureCulture
What Leaders Pay Attention To
What Leaders Pay Attention To
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Board Governance Roles
• Board Governance Roles• Setting Organizational Direction• Ensuring Necessary Resources• Providing Oversight
• Individual Duties• Leading Trends & Exceptional Practices
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KnowledgeableYou will need to know your organization’s…
Vision and mission
Top business priorities
Performance indicators
Market competition and what makes them competitive
Financial condition and considerations
Regulatory and compliance requirements
If you don’t know….ask!
Dawn Kohler, www.TheInsideCoach.com
To be a Trusted Business Advisor You Need to be Seen as…
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Friction….
Anything that makes it more difficult for people in critical roles to win with the customer
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…vs. Flow
Doing everything possible to remove barriers and work arounds to promote better performance
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Plan vs. Tactics
In order to lose weight, I created a weight loss plan (a strategy) that includes a number of action items (tactics). My tactics included:
• Read about diet and nutrition• Went to my doctor for a checkup• Joined a gym• Hired a personal trainer• Purchased exercising equipment
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Long Term Influence vs. Short Term Fire-Fighting
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It’s all About the Money……
We can no longer operate without a
strong understanding of financials
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Charts and Graphs, Charts and Graphs, Charts and Graphs
We can no longer operate without a strong understanding of financials
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Data Driven Decisions
• How will we ensure we are making data driven decisions – not gut reaction?
• What is our stand on member participation in the decision making process?
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Moving From Tactical to Strategic is a Behavioral Shift
http://www.navaa.org/sp/toolkit/SP%20glossary.pdf
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You Have Two Years to Set the Course and Begin a Journey
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Every Chapter Needs to be in Step with the Timeline
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Board Meeting Trends: Best Practices
• Receiving and reviewing vast amounts of information vs.
• Receiving targeted and strategic information related to key issues
• Preparing agendas which reflect past activities vs.
• Preparing highly structured agendas to address key organizational strategies
• Meeting on a monthly basis to focus on key strategic issues vs.
• Meeting less often and on a more ad-hoc basis
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Data Driven Decisions are Where We Want to Be
What will be the process to
collect data?
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Setting Organizational Direction Developing and maintaining a focus on:
Mission Vision Values
Strategic Thinking and Planning
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Values Alignment is Key at This Stage of the Game
Knowing your core values provides clarity of purpose, cultural alignment (or not)
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Culture and Values Alignment Exercise
• Knowing your core values provides clarity of purpose for you and alignment with the organization.
• On your handout, choose the values that you would like to experience in your board service.
• Ready…. Go
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Accountable O
Balanced: work/life balance is honored O
Bureaucratic O
Career Advancement O
Clear Direction O
Clear Expectation O
Cutting Edge O
Community Minded O
Consistent O
Continuous Learning O
Cool Place to Work O
Creative O
Customer Service Excellence O
Differences in individuals are honored and respected O
Energized O
Engaged O
Culture and Values Alignment: Exercise
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Ethical OFair O
Family OFlexible OFun OHonest OIndependence OInnovative ORespectful OResults Oriented ORisk Taking is Encouraged ORewarded O
Serious OShared Decisions Making O
Strong Leadership OTeam-based OTrusting O
Culture and Values Alignment: Exercise
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Culture and Values Alignment: Analysis
Take your values analysis and the organization’s stated values and conduct a gap analysis
Narrow your top values as a must have Next should have Next would be nice to have Redo your gap analysis based on this criteria to determine
values “fit” and congruence Can you live with the gaps?
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Members Want Transparency and Truth - They Can Handle It!
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Are You Being Congruent with your Message – Is There a Gap?
One voice – One message
All chapters need to tow the party line
Mixed messages cause confusion
How will you hold board members accountable?
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PIHRA Has to be Seen As One Organization with One Voice
The Board will need to stand together The Board will need to have acommunication strategy and process to hold each other accountable .
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Board Accountability
• What will you do if a Board Member or Chapter isn’t towing the party line?
• How will you build in a level of accountability?
What are the ramifications of not following protocol?
Every Leader wants to put their own stamp on their Chapter
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How Can You Leverage the Member Value Proposition?
Advocacy
PIHRAOrganizational Commitment
Member Value Proposition
Recruiting/Orientation
Training andCareer
Development
Financial Benefit
Networking Annual conference
SHRM
Program Content & Direction
CommunicationVehicles
DeliveryChannels
Members
Leadership
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Does PIHRA Need to Create a Differentiator?
A magnetic brand can attract, retain and repel the right member base!
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Articulate the Value Proposition to the Member Base
What to do?• Focus on Value• Describe your Mission and Vision • Clearly define the WIFM• Promote Value in all channels
Why join PIHRA vs. any other association
Happy Members = Dues and Brand ambassadors
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Is There a Need to Realign as an Organization?
How do we ensure this united front?
How do we ensure
the diversity of board members or PIHRA members in the evolution of the organization?
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What Will be the Approach Via Social?
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Information is Coming at us Like Lightning
Bay Bridge Lightning Strike (Photo: Phil McGrew/Flickr)
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Leveraging Social Media and Appealing to Millennials
Particularly important for Millennials, social media is at the heart of their world. It allows them to connect with coworkers and friends globally at great speed.
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Get ready, it’s right around the corner!
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Social Media and Mass Communication
Key Social Platforms
Blogging
Micro Blogging
RSS
Social Networking
Chat Rooms
Message Boards
Podcasts
Video/Photo Sharing
• Think about ways you can get the unified message out with more social tools.
• Possibly a volunteer effort. Most companies are headed in this direction, why not a member organization?
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Leveraging Social – It is the New Communication
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So – Lo - Mo
How will you determine your channels, frequency and delivery method?
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Leveraging Internal Communication with Yammer
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The very nature of virtual implies that technology will play a major enabling role.
Increasingly, mobile technologies, smartphones, tablets, and other types of wireless devices are integral to today’s multi location organizations.
The effective application of various types of technology is critical to the efficiency and consistency required for successful communication between leaders
Communication: Leverage Virtual Tools
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Lizz Pellet’s Contact information
The Sourcing Institute.com
[email protected] Direct line: 480-221-9649
Office: 888-804-7950 x206
Follow me on Twitter: www.twitter.com/lizzpellet
Invite me to connect on LinkedIn: www.linkedin.com/in/lizzpellet