more to life outcomes from the organization design workshop · more to life outcomes from the...

More To Life

Outcomes from the

Organization Design Workshop

Standing L-R: Elaine Alpert, Edward Groody, Gerry Moline, Helen McFarlane, Leslie Pierkowski,

Issy Crocker, Ian Forbes, Reed Howald, Diana Makens, Jeanenne Tucker, Pie-Pacifique Kabalira

Uwase, Lindiwe Ndlela, Vijay Reddy, Peter Lurie, Valerie Burson

Seated L-R: Anne Bauer, Peggy Jarrett, Anne Brown, Paula Williams, Trish Silber, Sophie

Sabbage

June 2015

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Outcomes–Organization Design Workshop 2

TABLE OF CONTENTS

Executive Summary ……………………………………………………………………………...3 Outcomes of the Organization Design Workshop ………………………………………….5

Key Elements of the Proposed Transformation …………………………………….5

Next Steps in Achieving Transformation …………………………………………………….8

Overview of the Design and Align Process ………………………………………….8 Where we are in the Process..…………………………………………………………..8 Teams to Create and Implement Action Plans ………………………………………9

2-3 Year Goals….…………………………………………………………………………..9

Business Model ………………………………………………………………………………….10

Organization Structure …………………………………………………………………………11

Conclusion.………………………………………………………………………………………..13

Edward Groody Trish Silber

Our Facilitators provided Stellar Leadership!

Note the MANY pages of flip chart paper behind Trish, and the coffee, tea, and snacks behind Edward.

All were necessary ingredients!

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Executive Summary

In October 2014, the International Board of the More To Life Foundation created the Design & Align Initiative with the intention of dramatically improving the results we had been seeing in the More To Life organization for the past ten years or more. MTL has been operating for nearly 34 years, has a talented and dedicated group of Trainers who deliver the courses, and thousands of students have experienced the life-changing benefits of our courses. Yet, we have had declining enrollments in our courses, an unsteady financial picture over the years, and a lack of alignment among MTL students and leaders about the vision and direction of the organization. The DAI is a change process where we have taken a comprehensive look at MTL – inviting all to participate, and hearing from over 125 individuals in hundreds of one-on-one conversations about where we are and what is needed. Through these conversations during Phase I of the DAI, multiple common themes emerged, which led us to articulate our Vision, our Values, and the Practices that make us who we are. The goal of the DAI is to build an organization that will thrive, that will get our work out into the world, and that we can all align behind.

The culmination of Phase I was the Organization Design Workshop held at Banning Mills near Atlanta in April 2015. What came out of Banning Mills represents a major shift in direction for More To Life in several significant ways. We set a 7-year goal for More To Life that will have us engage in active marketing of our courses and new products in completely new ways. The marketing efforts will be a revolutionary change from an almost exclusive reliance on personal enrollment. We made a commitment to free up MTL Intellectual Property so that the MTL work can be delivered by our Trainers, Mentors, Coaches and other students much more widely in the world. This envisions a new Business Model relying on paid professional staff to manage and coordinate the work of our training teams and other volunteers. We identified our Unique Value Proposition, which is our particular contribution to the field: “There is no event by which and through which Life is not awakening you to your highest and most noble self.” To do all this the organization will embrace fundraising in a significant way. Clearly we are at a critical juncture in More To Life’s history, and we are inviting you to “lean in.”

At Banning Mills, facilitators Edward Groody and Trish Silber of Ed Groody & Associates (EGA) led 19 More to Life leaders from 3 continents (pictured). Participants are 100% behind the results of the Workshop.

This Report presents the Outcomes of the Banning Mills Workshop. Detailed information

assessing the data collected in Phase I and summarizing the themes that emerged is presented in a separate set of Appendices to this Report.

The main outcomes of the Organization Design Workshop, described more fully in this

document, are the following:

We identified a set of goals to be accomplished within 2-3 years. In Phase II we will have Teams of MTL students take deep dives on key issues and develop Action Plans to achieve the goals.

We affirmed the MTL purpose “To awaken people everywhere to the interconnectedness of all things so they can engage their full potential for living, evoke the same in others and play and

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active part in the evolution of the world” achieved thru our 5 practices: Noticing, Clarity and Truth-telling, Choosing, Creating, and Gratitude.

We committed to a Big Hairy Audacious Goal (BHAG): “By 2022, we have transformed More To Life from a best-kept secret to a respected and recognized global brand.” This is both achievable and a big stretch and requires us to create and implement a radically new approach to marketing ourselves.

We completed a draft Business Model for More To Life and a new Organization Structure. This new structure will rely heavily on paid professional staff to operate and expand our global presence.

A major fundraising effort will be needed to make all this happen over the next 3-5 years.

Phase III of the DAI will see an International Leadership and Alignment Event which will allow all MTL students: to get a more in-depth understanding about proposed vision, goals and changes; provide final input and changes to the vision and 2-3 year goals; provide input on how to accomplish the goals; build commitment and community as we move forward. Ideally the Alignment Event would happen within the next 2-3 months. However, that would not give us time to organize the Event properly. Thus, planning and implementation will begin immediately in priority areas, and the Alignment Event will be held in January 2016. At the Alignment Event everyone will have an opportunity to have input on all the work that has been undertaken.

We encourage More To Life students everywhere to support this change effort with your

skills, energy, and financial resources at this exciting time in the history of our program.

June 24, 2015

The Design & Align Team Team Leaders Paula Williams [email protected]

Clare Vivian-Neal [email protected] Anne Bauer [email protected]

We appreciate help from the following in drafting this Report: Ian Forbes, Edward Groody, Peggy Jarrett, Helen McFarlane, Sophie Sabbage and Bill Thatcher.

mailto:[email protected]



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Outcomes of the Organization Design Workshop

The Workshop’s purpose was to create the components of this Document, using assessment data, historical documents, and DAT member input. This document contains the Vision (Purpose, Practices, Values, BHAG), the Design Principles/Strategic Assumptions, the Business Model, the Organization Structure and the 2-3 year goals. These are presented in three pieces, an Executive Summary, Outcomes, and detailed Appendices. These 3 pieces record the results of Phase I of the Design and Align Process.

Document Components

Vision (Purpose, Values, Practices).

BHAG (Big Hairy Audacious Goal).

Design Principles/Strategic Assumptions.

Business Model.

Organization Structure.

2-3 Year Goals

The components were developed in Banning Mills, by 19 More to Life leaders from 3 continents (pictured on the cover), led by facilitators Edward Groody and Trish Silber of Edward Groody Associates (EGA). Participants are 100% behind the results of the Workshop.

Since then, the International Board has worked with EGA and others further defining the results. This document will facilitate discussion with Workshop participants and other Design and Align Team members, will be the basis for the detailed planning and implementation of Phase II, and will be shared with additional stakeholders.

Key Elements of the Proposed Transformation

Our first task was to create a Big Hairy Audacious Goal (BHAG), achievable and a big stretch. Next we looked at a new Business Model. 75% of our organizational efforts and resources to be focused on NEW ways of getting out the work we are calling ‘transformational touches’. These could range from 3 hour seminars held sequentially in major cities throughout a particular region, to More To Life kiosks in malls, to impromptu ‘pop ups’ or experiences of the sort you can see on YouTube. Third we looked at a new Organization Structure. The draft Business Model and Organization Structure are shown later and will be refined in Phase II.

We affirmed our Vision, which includes our Purpose, Practices, and Values as well as a

commitment to continue offering transformational trainings.

By 2022, we have transformed More To Life from a best-kept secret to a

respected and recognized global brand

More to Life Goal

To awaken people everywhere to the interconnectedness of all things

so they can engage their full potential for living, evoke the same in others and

play an active part in the evolution of the world.

More to Life Purpose

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Five Practices of Our Organization

“the way we do things around here”

1. Noticing

a. We notice, communicate and respond promptly to life-shocks of all kinds – individual, interpersonal and organizational. We view life-shocks as opportunities for higher levels of mastery, performance and being on purpose.

b. We evaluate our individual and corporate actions, aspiring to mastery of our relationships to others, the MTL organization, any larger context, and ourselves. Making course corrections is a norm for our performance.

c. We recognize the importance of prioritizing life-shocks. We recognize that responding to corporate/organizational life-shocks may take priority over individual or interpersonal life-shocks. We balance Self, Other/Organization and Context.

d. We use tools and resources from both MTL and outside sources to enhance our ability to notice, understand and respond to life-shocks.

2. Clarity and Truth-telling

a. We maintain a clear perception of our corporate life-shocks by regular processing as individuals and as working groups of all kinds. From these conditions we speak in truth and clarity to ourselves, others, and life situations.

b. We support all groups and individuals within the Kairos Foundation to hold individual, interpersonal and organizational clarity – and the empowerment achieved by it – as a major value of the entire organization.

c. We support all groups sharing information transparently. Our goal is that ‘everyone knows what everyone knows’. By sharing information, there is a common database from which everyone can make assessments and decisions.

d. We seek to regard all clarity processes as vital and life giving, and we work to prevent this processing from becoming mechanical.

e. We recognize that clarity may call for making a decision and taking action – before doing in-depth processing.

3. Choosing

a. We commit to maintain an attitude in all of our activities that we are a transforming force in society. Thus we choose to practice what we teach in all of our activities and organizational behavior.

b. We acknowledge that the choices we make reveal our true intentions, and we endeavor to be congruent in all of our choices and decisions.

c. When life-shocks repeatedly reveal the same mindtalk over time, we reassess and explore new choices.

d. We hold that agreements are a privilege, binding like minds into powerful association for good or ill. Therefore we never enter agreements lightly or without serious intent. Agreements made are regarded as acts of integrity and are boldly supported, whether they involve behaviors, roles, responsibilities or time commitments.

4. Creating

a. We hold that creativity is the hope for the planet. The discovery of creativity, which frees our minds, hearts and spirits, is a major aim for all participants in our organization and students of the program.

b. All leaders in the program are dedicated to freeing the latent and active energy for creativity in any meeting, gathering, or educational initiative throughout the organization, using tools provided by the program and outside sources.

c. We actively seek creative solutions to all issues, conscious or unconscious, in individuals, groups, our organization or official structures of society.

d. We value consensus but understand it may not be possible or advisable in all circumstances. We balance holding-on with letting-go in decision-making and err on the side of experimentation and enabling creativity as a means to evolving and maintaining relevance over time.

e. Our constituency is growing and vibrant because each student and teacher willingly shares their learnings and successes in life with those who have not necessarily participated in our program.

5. Gratitude

a. As creative beings we are able to access our gratitude for all that life has to offer. Our lightness of being and our commitment to renewal is both a gift to ourselves and to those with whom we connect.

b. Our gratitude spills over into acknowledgement and appreciation, both corporately and individually.

c. We freely acknowledge all who have sourced us on our life journey, especially the ultimate source, Life Itself.

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More to Life Values set the foundation for aligning our organization and practices. 1. Self-Mastery: We commit to practice self-mastery in all areas of our lives. We

demonstrate self-mastery through the five practices. As a MTL student in service, we commit to give as much as we get and to get as much as we give.

2. Partnership: We commit to create the space of partnership where 1+1 = more than 2. Partnership is essential to develop our full potential. It is what we are about -- and requires collaboration, listening, bold support, honoring differences, and balancing holding-on with letting-go.

3. Clarity: We commit to getting clarity about our commitments, including tasks, roles,

what we can give, results we are going for, and any larger context. We verify our beliefs, tell the truth, and choose actions congruent with our best selves.

4. Impeccability: We commit to keeping our word, meeting our commitments, prioritizing, project tracking, and course correction. We are respectful of deadlines, schedules, and financial and human resources. We commit to the best we can get done, in the time available and with the resources at hand. We hold ourselves and others accountable to support action that is congruent with our words.

5. Acknowledgement and Celebration: We commit to support and acknowledge

ourselves, others and Life in everything we do, even when mistakes occur or goals are not reached. We are for each other. We commit to say it when you see it, not necessarily waiting until the end. We commit to being playful with the practices, having fun, and enjoying the process.

6. Stewardship: We commit to truth-telling about financial, time and human resources.

We attend to short- and long-term organizational sustainability. We balance preserving quality and consistency with healthy experimentation, creativity, growth and development (new product development, evolution of the work, new marketing strategies, and empowering students to spread the work to new locations and settings).

Another foundation of the realignment was developed by individual members of the DAT to address an issue raised in the assessment interviews: Are we a spiritual organization?

Statement On Spiritual, Religious, Humanistic, Agnostic And Atheist Beliefs

Students may choose to participate in any More to Life (MTL) program, training and activity. No one is required to have any specific religious or spiritual beliefs. Some people experience and approach MTL trainings from a spiritual context – humanists and individuals from other belief systems do not. Both groups report significant benefits. All belief systems, practices and perspectives (that do not conflict with MTL’s purpose and values) are respected. Some advanced MTL trainings may include a stated spiritual context along with spiritually related practices and processes. MTL may also market courses in a way that includes spiritual as well as non-spiritual language, context and perspective.

Next Steps in Achieving Transformation

Overview of the Design and Align Process In November of 2014, the International Board decided to explore a process of change for the More To Life organization. Details of the

Vision, the Elements of Organization, and the Design Principles that were developed are shown in Appendix A, Themes that came out of the assessment interviews conducted during Phase I are in Appendix B, and Key Questions/Issues facing the organization are shown in Appendix C. The table below shows the phases of the Design & Align Initiative.

Where we are in the Process We have completed the first 3 deliverables of Phase I. This document informs conversations that will support #4 and documents the

approach to Phase II. Design and Align Phases and Deliverables

I: ASSESSMENT, FEEDBACK, DRAFT STRATEGIC VISION, TEAMS

Nov. 2014 – June 2015

II: TEAMS CREATE ACTION PLANS

June - December 2015

III: LEADERSHIP & ALIGNMENT CONFERENCE

September – January 2016

IV: EXECUTE PLAN, COURSE CORRECT

January 2016 – ongoing

1. Assessment Interviews

2. Feedback Sessions (communicated

summary of themes to entire MTL

community).

3. Outcomes Report (created from

assessment data, MTL historical

documents, DAT member input, and

3-day in person Organization Design

Work Session).

a. Design Principles/Strategic Assumptions.

b. Vision (Purpose, Values, Practices).

c. BHAG (Big Hairy Audacious Goal).

d. Business Model.

e. Organization Structure.

f. 2-3 Year Goals.

g. Teams to create Action Plans to

accomplish 2-3 year goals.

4. Critical mass of people committed to

the D&A change process. Renewed

hope & enthusiasm.

1. Teams meet individually for deep dives on key

issues and to create Action Plans.

2. Teams collaborate to ensure integration and

alignment of respective Action Plans.

3. Teams prepare to present Action Plans at Intl.

Leadership & Alignment Conference.

4. Teams begin implementing Action Plans where

appropriate. For example:

a. Marketing Team hires Marketing Consultant, begins

new marketing strategies.

b. Fund Raising Team implements short and long term

fund raising & dev. plan.

c. Licensing/Contracts & IP Team preps legal

documents, code of ethics, etc.

d. MTL Weekend Design Team resolves design

alignment issues.

e. Search Committee hires Executive Director and

Director of Training a.s.a.p.

5. Ed Groody & Associates, Inc. (EGA) will consult

and facilitate teams during Phase II. Edward

Groody serving as Lead Consultant, Trish Silber

and Bill Thatcher facilitators.

1. Conference Planning Team meets to

plan/produce Leadership & Alignment

Conference.

2. Logistics Team meets to prepare

logistics for Leadership & Alignment

Conference

3. International Leadership & Alignment

Conference in January 2016.

a. Updates on MTL, Education on Strategic

Vision and Action Plans.

b. Final opportunity for changes, additions,

deletions - finalize Strategic Vision.

c. Generate shared understanding,

commitment and enthusiasm for MTL

Vision, Goals and Action Plans. Begin work

implementing Action Plans.

4. Communicate results of Leadership &

Alignment Conference to MTL

worldwide.

1. Execute Action Plans.

Facilitate country specific

leadership & alignment

conferences as

requested by respective

countries.

2. Course correct as

needed.

Teams to Create and Implement Action Plans

The Phase II teams shown in the table will be formed immediately to take deep dives on key issues and develop Action Plans to accomplish the 2-3 year goals. Team Charters define the work and specify deliverables, non-negotiables, timelines with “Go-Live” dates.

Key features of the Action Plans are that they are aimed at getting our work out into the world in new and creative ways, allowing us to be more entrepreneurial, and adopting new marketing approaches. These are major shifts in the way that MTL will do business. Teams will present Action Plans at the International Leadership & Alignment Conference for final input, edits and approval. Teams will implement Action Plans before the conference, as agreed by the Design & Align Transition Team and the International Board. For example, Marketing Sales & Public Relations covers:

short and long term website changes

data-base update

digital/internet/inbound marketing

mix of alternative enrollment strategies

involving trainers in local communities for enrollment and context.

Phase II Teams

Marketing, Sales, & Public Relations

Contracting/Licensing & Intellectual Property – Freeing up the IP

Fundraising & Development

CEO Selection

Design & Align Transition

Structure/Governance

Product Development and Innovation

Business Plan / Model

Leadership & Alignment Event Planning & Logistics

Communications

More To Life Weekend Design and Core Beliefs

Documenting Policies & Processes (Stop

Reinventing the Wheel) – delayed start

probable

The bolded items are the highest priority.

2-3 Year Goals

Administration and Organization Trainer Alignment Intellectual Property and Licensing

1. Develop and implement plan for coordinating and managing the change process to achieve new organization design including an international leadership/alignment event.

2. Develop and communicate business plan/model.

3. Develop and implement marketing plans, including addressing short and long term website, database and new product development issues. Shift from reliance on personal enrollment as primary strategy to digital marketing and a mix of alternative strategies. Involve trainers in local communities, reinvigorate and support culture of “student context.”

4. Develop and implement short- and long-term fund raising and development plan.

5. Develop, document and implement standard operating procedures and processes.

6. Develop and implement zero-based budgeting.

7. Implement new governance model/organization structure.

8. Hire CEO position as soon as possible. Hire other key positions.

1. Educate and enroll trainers into the new organization design.

2. Identify and address trainer alignment issues related to MTL Weekend design, MTL “cut” of the work, etc. Create and implement process and policies for how to implement future course development and design work. Coordinate with Marketing Team.

3. Clarify, document and implement policies on all aspects of training: including contracting, trainer assignments, scheduling, evaluation, development and advancement. (Collaborate with Licensing Team to create code of ethics, operating and licensing agreements affecting trainers).

4. Create and implement plan to enroll and develop new trainers. Clarify and document trainer development and advancement related policies, standards, etc.

1. Address and resolve all IP and Contracting/Licensing Issues.

2. Develop and implement plan to free up IP, and manage IP issues.

3. Clarify authority over licensing and develop a licensing plan for implementation.

4. Develop and implement plan to update and offer licensing/contracting agreements to trainers, mentors, mastery teachers, coaches and other students.

5. Empower and incentivize students to bring the work into new settings, to share the work. Create and offer appropriate licensing agreements.

6. Establish licensing/contract conditions, operating agreements, and code of ethics to ensure win/win relationship between MTL organization, trainers and student entrepreneurs, country boards and local centers.

7. Develop and implement plan to identify, manage and protect training, marketing and other important documents, participant data, manuals and information.

Business Model

Using our Unique Value Proposition -- “There is no event by which and through which Life is not awakening you to your highest and most noble self” – we will deliver the More To Life message broadly to the world. We will reach new students with new products and multiple revenue streams added to our current training curriculum.

Organization Structure

After many hours of group work, feedback, partnering and discerning, the attendees of the Organizational Design Workshop formulated an organizational structure that is designed to be enabling, empowering, scalable and nimble.

The new structure needs to support and enable a major strategic shift we committed to in order to reach our goal. Namely, for 75% of our organizational efforts and resources to be focused on NEW ways of getting out the work we are calling ‘transformational touches’. These could range from 3 hour seminars held sequentially in major cities throughout a particular region, to More To Life kiosks in malls, to impromptu ‘pop ups’ or experiences of the sort you can see on YouTube.

We will put 25% of our organizational efforts and resources into our existing body of work. Certainly, one of the purposes of the 75% effort allocation is to grow brand recognition and to serve as a feeder into existing courses, etc. We want these to flourish and profit way beyond their current status and believe we need to open a very large funnel of transformational touches, all of which will deliver our unique value proposition (UVP) and generate resources too.

Rather than a top-down, often heavy, more traditional pyramid structure, we flipped that model on its head. Instead of a context of direct reports and compliance, there will be a bottom-up, ‘in service of'/service leadership context. Think: collaborative leadership all the way up and through the organization as opposed to executive leadership/direct report followership.

A Board of Trustees will sit at the base of the structure; this board will hold the global organization at a strategic and operational level. At least two trainers will also sit on this board. The Board will be comprised of:

CEO

Director of Training

Marketing Director (external marketing/communications/PR)

Corporate Communications Director (internal)

Business Governance Director (oversees HR, legal, finance)

Digital Director (strategies for digital/internet platform)

New Product Development Director (new ways and methodologies of getting our work into the world). We recognize that this is a large number of roles to source, but see them as key to making the major

strategic shift described in the first two paragraphs of this document. We will need to work towards these roles over a two-year transition period to the new model. In the short term, we will source a CEO, Director of Training, Marketing Director and Transition Project Manager. The Board of Trustees will be charged with fundraising for the organization.

The next level up is at the regional level and will be determined by regional needs in the context of legal advantages and requirements. Some regions will have a Board (similar to the current Country Boards); others will have a team of staff members; or they may create a different structure all together. The regions will be empowered to make this decision.

The functions we envision at this level are numerous. Again, these will need to be built over time, prioritized locally and renamed or renegotiated in partnership with the Board of Trustees. This is our guideline/ideal at this stage:

Operations (supported and served by the CEO)

Regional Communications (supported and served by the Corporate Communications Director);

New Product Development (served by this Director on the Board of Trustees);

Business Governance (supported by this function on the Board of Trustees).

Trainer Stewards to uphold the spirit and context of our work while holding the bar on our Unique Value Proposition in product delivery

A Trustee from the Board of Trustees who partners with the local leaders and structure on the ground

O


O


All of these functions and roles are in existence solely to be of service to the next level up

which is a rich, running river comprised of our most important customers:

Our Students

Our Financial Sponsors

Our Benefactors

Our Communities

Our Prospects and Inquirers

Our Mentors

Our Trainers

Our target audience: Seekers

Our Business and/or Non-Profit Partners

You’ll notice that there are no boxes or straight, direct lines on this organizational structure. The

flowing lines are meant to represent collaboration and flexibility. The ‘river’ at the top is meant to represent an infinite number of those we will attract; some will flow in and out, others will stay.

Conclusion

The Organization Design Workshop held in Banning Mills, GA in April 2015 produced the results set out in this Report. We set a Goal to be reached by 2022. We agreed on a Vision and a set of Practices and Values for our organization. We are proposing a new Business Model for More To Life guided by the Unique Value Proposition that “There is no event by which and through which life is not awakening you to your highest and most noble self.” We are proposing a new organizational structure to be implemented in stages over the next 1-2 years. We invite and encourage all More To Life Students to join with us in refining, implementing and accomplishing these steps – making course corrections along the way – so that we can create the connections and transformational impact that we are seeking in the world. June 24, 2015

The Design & Align Team

Team Leaders Paula Williams [email protected]

Clare Vivian-Neal [email protected] Anne Bauer [email protected]




More To Life

Outcomes from the

Organization Design Workshop

Appendices

Standing L-R: Elaine Alpert, Edward Groody, Gerry Moline, Helen McFarlane, Leslie Pierkowski, Issy

Crocker, Ian Forbes, Reed Howald, Diana Makens, Jeanenne Tucker, Pie-Pacifique Kabalira Uwase,

Lindiwe Ndlela, Vijay Reddy, Peter Lurie, Valerie Burson

Seated L-R: Anne Bauer, Peggy Jarrett, Anne Brown, Paula Williams, Trish Silber, Sophie Sabbage

More To Life Outcomes–Appendices 2

April 2015

This set of appendices is a companion to the April 2015 Report More To Life

Outcomes from the Organization Design Workshop. It provides supporting

information and detail for the results reported in the Outcomes Report.

Appendix A: Overview of Design & Align Change Process (p.3) contains a description of the four Phases of the Design & Align Initiative in Section A, including the estimated time frames and deliverables for each phase. Section B identifies the MTL International Board, the members of the Design & Align Team, and the participants in the Organization Design Workshop held at Banning Mills in April 2015. Section C shows the Elements of Organization, a diagram resembling the petals of a flower, which shows the factors that need to be accounted for in structuring a successful organization. Then we list the Design Principles that were identified as a result of 125 one-on-one interviews and hundreds of conversations with More To Life Students. These principles informed and guided the decision-making that resulted in a new Business Model, a new Organization Structure, and a set of 2-3 Year Goals. Appendix B: Summary Of Data/Themes From Assessment Interviews (p. 13) reviews the work done during Phase I of the DAI, in which 125 individual 1-2 hour interviews were conducted with More To Life Students all over the world. The themes that emerged from those interviews and follow-up conversations informed the changes we chose to make.

Appendix C: Key Questions/Issues To Be Addressed (p. 17) sets out a series of issues facing the More To Life Organization at this time. These questions helped as we thought about how to set up the Business Model and how to design the Organization Structure. Much needs to be done to grapple with these issues.


APPENDIX A: OVERVIEW OF DESIGN & ALIGN CHANGE PROCESS

A. What we have accomplished… Where we are now… Where we are going...

The Design & Align Initiative is planned as a four-stage process. The four stages and projected timings are

shown below.

PHASE I: ASSESSMENT, FEEDBACK, DRAFT STRATEGIC VISION, TEAMS (Nov. 2014 – April 2015)

Deliverables:

1. Assessment Interviews

2. Feedback Sessions (communicated summary of themes to entire MTL community).

3. Draft Strategic Vision Document (created from assessment data, MTL historical documents, DAT

member input, and 3-day in person Organization Design Work Session).

a. Design Principles/Strategic Assumptions.

b. Vision (Purpose, Values, Practices).

c. BHAG (Big Hairy Audacious Goal).

d. Business Model.

e. Organization Structure.

f. 2-3 Year Goals.

g. Teams to create Action Plans to accomplish 2-3 year goals.

4. Critical mass of people committed to the D&A change process. Renewed hope & enthusiasm.

PHASE II: TEAMS CREATE ACTION PLANS (June 2015 – December 2015)

Deliverables:

1. Teams meet individually for deep dives on key issues and to create Action Plans.

2. Teams collaborate to ensure integration and alignment of respective Action Plans.

3. Teams prepare to present Action Plans at Intl. Leadership & Alignment Conference.

4. Teams begin implementing Action Plans where appropriate. For example:

a. Marketing Team hires Marketing Consultant, begins new marketing strategies.

b. Fund Raising Team implements short and long term fund raising & dev. plan.

c. Licensing/Contracts & IP Team preps legal documents, code of ethics, etc.

d. MTL Weekend Design Team resolves design alignment issues.

e. Search Committee hires Executive Director and Director of Training a.s.a.p.

5. Ed Groody & Associates, Inc. (EGA) will consult and facilitate teams during Phase II. Edward Groody

serving as Lead Consultant, Trish Silber and Bill Thatcher facilitators.


PHASE III: LEADERSHIP & ALIGNMENT CONFERENCE (September – January 2016)

Deliverables:

1. Conference Planning Team meets to plan/produce Leadership & Alignment Conference

2. Logistics Team meets to prepare logistics for Leadership & Alignment Conference

3. International Leadership & Alignment Conference in January 2016.

a. Updates on MTL, Education on Strategic Vision and Action Plans.

b. Final opportunity for changes, additions, deletions - finalize Strategic Vision.

c. Generate shared understanding, commitment and enthusiasm for MTL Vision, Goals and

Action Plans. Begin work implementing Action Plans.

4. Communicate results of Leadership & Alignment Conference to MTL worldwide.

PHASE IV: EXECUTE PLAN, COURSE CORRECT (January 2016 – ongoing)

Deliverables:

1. Execute Action Plans. Facilitate country specific leadership & alignment conferences as requested by

respective countries.

2. Course correct as needed.

B. International Board and Design & Align Team Members

Members of the International Board

1 Anne Brown IP Holder & IB US - N Cal

2 Ian Forbes IB - VP & FR UK - NUK

3 Peggy Jarrett Sr. Trainer / frm ED US - Knox

4 Jeanenne Tucker IB Treasurer US

5 Paula Williams IB - Pres US – Knox


Members of the Design and Align Team Participants at Organization Design Workshop

Atlanta April 2015

1 Clare Vivian-Neal NZ - Chch Clare Vivian-Neal* NZ - Chch

2 Paula Williams US - Knox Paula Williams US - Knox

3 Elaine Alpert US - Atl Elaine Alpert US - Atl

4 Anne Bauer US - Hunts Anne Bauer US - Hunts

5 Anne Brown US - N Cal Anne Brown US - N Cal

6 Issy Crocker UK - NUK Issy Crocker UK - NUK

7 Ian Forbes UK - NUK Ian Forbes UK - NUK

8 Peggy Jarrett US - Knox Peggy Jarrett US - Knox

9 Diana Makens US - Minn/Cal Diana Makens US - MN/CA

10 Lindiwe Ndlela SA - Job Lindiwe Ndlela SA - Job

11 Leslie Pierkowski US - Houston Leslie Pierkowski US - Hou

12 Jeanenne Tucker US - Hou Jeanenne Tucker US - Hou

13 Edward Groody Facilitator

14 Trish Silber Facilitator

15 Stephen Allan NZ – Chch Valerie Burson US - Hou

16 Franki Baker SA - Job Reed Howald US - BZ

17 Kay Bastin UK - NUK Pie-Pacifique

Kabalira-Uwase SA - CT

18 Wendy Bouman SA – Durb Helen McFarlane UK - NUK

19 Martha Buchanan US - Knox Gerry Moline UK - SUK

20 Judi Dumont-Barter UK - SUK Vijay Reddy SA

21 Martha Edgemon US - Knox Sophie Sabbage UK – SUK

22 Felipe Gomez-Ferrandiz Spain * Clare participated via Skype

23 Sharon Hoover US - Knox

24 Ann McMaster US - Houston

25 Ruth Oliver AU - Melb

26 Rhonda Schlatter US - Houston

27 Maggie Spooner UK - SUK

28 Sarah Stephens UK

29 Mark Tardiff US - Wash

30 David Templer UK - SUK

31 Jeremy Timm SA - Job

32 Anne Trusler SA

33 Joanne Walsh SA - CT

34 Nicole Zuber US - Minn


Copyright ©1990 Gelinas James, Inc. Revised 1993. All rights reserved.

Elements of Organizations 1

Environment

Systems • planning, budgeting • information flow

Strategy • Central approach for achieving the mission

c

Work Processes

• Core activities organized through time

Structure • how people are grouped into units • job design • hierarchy

Culture • the unwritten rules • dominant style of the leader

People and Skills

• professional disciplines required

Mission, Vision, Values

Section C


C. Design Principles

The Design Principles were developed based on data from assessment interviews, and one-on-one

conversations with DAT members, and organization design work session participants. The Design Principles

capture what we hold as true about the organization at this time, and what is required for the organization to

be successful going forward. Participants in the international organization design work session used the

Design Principles to inform and guide decision-making about the new business model, organization

structure, and 2-3 year goals. The Design Principles are organized below according to major organizational

elements (see previous graphic).

Mission, Vision

Values, Identity

Our basic identity and structure is an international, non-profit,

professional training and educational organization that gets its

funding from training fees, sponsorship donations, and fund-raising

efforts.

We see ourselves as part of a global paradigm shift – we are

students of Life, leaders of learning, and agents of human

transformation.

Our organization design, structure, systems, processes and activities

must always remain consistent with our purpose and values. When

confronted with difficult decisions, we ask, what do our purpose and

values guide us to do.

Resolving issues related to MTL’s “cut” of the work, and alignment

on MTL Weekend design is a priority.

Core Strategy/

Business Model

Utilizing experienced, paid professional executive leadership/management ensures effective performance management, accountability and continuity.

Improving Sales and Marketing/Enrollment is a top priority. o Our primary sales and marketing strategies must shift from

personal enrollment to digital marketing and a range of other scalable and agile strategies such as inbound marketing, strategic partnerships, etc. (see Marketing section in this document).

o Digital marketing and other strategies will complement, not replace personal enrollment strategies and methods.

o Trainer engagement in local communities to invigorate and maintain student engagement and advancement, support personal enrollment and other initiatives, and nurture a culture of “student context” (i.e. where “we commit to give as much as we get and to get as much as we give”) - will remain a vital, component of the business model. Designated


trainers (with appropriate skill sets) need to reengage with local communities around “student context”.

Experimentation and piloting new methods, programs and initiatives is key at this time. While working to ensure quality is always important, our current challenges and environment require erring on the side of experimentation, and letting go of bureaucratic decision-making and other obstacles to moving forward with speed and agility. Using risk management and assessment tools (i.e. risk register) when appropriate, can help inform decision-making.

“Set the work, trainers and students free”. MTL recognizes that appropriately “loosening up” the IP and sharing the work with the world will provide new opportunities to 1) educate prospective students about MTL’s work and offerings, 2) increase student enrollment and 3) create new opportunities for trainers, mentors, coaches and other students to offer the work (within their own businesses and the MTL organization) that are financially and operationally viable. MTL recognizes that expanding licensing and contracting opportunities for students (including trainers, mentors, coaches, and all other students) will support entrepreneurial efforts. MTL is committed to empowering and incentivizing individuals to spread the work in new settings and circumstances. MTL is committed to encouraging entrepreneurialism, initiative, and creativity in its sales and marketing.

MTL recognizes that it is important to avoid organizational bureaucracy that might encumber students and impede experimentation and entrepreneurialism. At the same time MTL will also need to maintain a balance between encouraging entrepreneurialism and preserving and supporting the health of country organizations and local centers. MTL agrees that:

o Licensed students may offer official MTL trainings and courses only as strictly defined by the MTL organization (exception: only MTL trainers can offer the MTL Weekend, Residential, and Focus Courses).

o Licensed students may also integrate MTL trainings, tools and processes into their own company/organization’s products and services in a type of joint venture relationship - as long as their work is offered only under their company name and MTL is acknowledged as the source. This protects the MTL brand.

o MTL’s brand, and local and country organizations are supported and protected by licensed students adhering to licensing agreements, MTL operating agreements, and a code of ethics.

The current priority is enrolling new students. The majority of our human and financial resources will be focused on the “front end” (i.e. marketing MTL Weekends and Mentor Courses, and new front end initiatives) rather than on the back-end, (i.e. Advanced Courses). We will continue to offer Advanced Courses only when and where there is a market/ pipeline of prospects/market to do so. We will consider


a minimum # of students and minimum # of weeks out for go/no go on Advanced Courses).

Renewing and maintaining the MTL “student context” (where “we commit to give as much as we get and to get as much as we give”) will continue to be an essential component of the business model. Students devote time and energy to the organization in exchange for learning, growth and achieving their respective goals and personal vision (i.e. “what they are going for”). Students contribute and progress over time. For example, many trainers and mentors began as MTL students and progressed to a leadership role. Individuals invested in the organization continue to enroll new students. Renewing, reinvigorating and maintaining this student context as a part of the MTL organizational culture, and as a component of MTL’s marketing, sales and enrollment strategies, is an important component of our business model. MTL needs to actively reinvigorate and renew this context into its activities, methods, trainer development, systems, etc.

Trainer involvement is an essential component in renewing and re-instilling the “student context” and maintaining the health, engagement and vitality of MTL centers and local communities. It is important to utilize designated trainers (with appropriate skill sets) to work with local communities to increase enrollment and engagement consistent with organizational marketing plans. Trainer roles and responsibilities regarding enhancing and supporting “student context” need to be clarified and contracted.

Clarifying student pathways, i.e. how to become a trainer or mentor, what is a recommended pathway for all students to optimize progress, etc., is vital for supporting and maintaining long-term student engagement and commitment.

Embracing and promoting fund-raising and development as part of the MTL business model and ongoing organizational culture are key to generating necessary fund raising support. MTL recognizes that short term (over the next 7-10 years), financial viability is dependent on fund raising and development. Long term, MTL will not rely on fund raising for operational sustainability. Revenue from trainings, products and services will provide primary financial support. Fund raising dollars will be used only for new initiatives, research and development, and special projects.

Work Processes

Streamlining and speeding up decision-making is essential. MTL recognizes the need to reduce or eliminate unnecessary levels of decision-making and approvals, and promote a more agile and nimble organization.

MTL commits to eliminating “reinventing the wheel” – and establishing and implementing standard operating procedures, and consistent business processes and organizational policies.

MTL recognizes the need to put in place processes and systems for


assigning trainers, and trainer advancement to ensure fairness, consistency, trainer development, etc.

MTL recognizes that it is appropriate to use paid staff for targeted administrative and other tasks, and not always rely on students.

Governance and

Structure

Anne Brown licenses the I-Board to have authority to provide and manage sub-licenses to trainers, mentors and other MTL students to do the work (according to the specific agreements as specified in the license agreements).

MTL recognizes the importance of paid, executive leadership to effectively manage the organization.

MTL recognizes the importance of establishing clear roles, responsibilities and boundaries of authority. MTL will utilize responsibility charts, decision matrices and other tools to clarify and define roles, responsibilities and boundaries of authority.

MTL is committed to transparency and abundant communication, especially concerning roles and responsibilities. MTL commits to the concept that: “Everyone knows how governance works: who does what, who decides what, who to go to for what.”

MTL recognizes that clarifying and educating the entire MTL community about how trainers fit into organizational governance is a priority.

MTL is committed to being an organization that is international in scope.

Putting in place contracts, operating agreements and guidelines, and code of ethics for trainers and other students offering MTL products is key to working together effectively in the future and avoiding confusion and unnecessary governance and other organizational conflicts. Holding people accountable to these agreements promptly and clearly will be key.

Systems

MTL is committed to establishing standard operating procedures, business processes, and consistent organizational policies.

MTL is committed to transparency. “Everybody knows what everybody knows”. MTL recognizes the importance and the challenge of ensuring abundant communication. MTL is committed to putting in place clear, efficient processes and methods for sharing information quickly and effectively.

MTL is committed to utilizing internet and other technology to enhance communication and organization.

MTL is committed to putting in place more effective performance management, and measurement systems.

MTL recognizes that rewarding and acknowledging students is important and a part of who we are.

People/Skills

MTL is committed to utilizing paid, professional executive leadership


to provide continuity and ensure accountability.

Students will continue to play a significant role in completing organizational tasks. MTL will explore options to incentivize student involvement.

Enrolling new trainers (especially in targeted countries) and developing and supporting existing trainers is a priority.

Culture/Leadership

Organization design must be consistent with and promote our Vision

(purpose, values, 5 practices, vivid description of the future)

Products/Services

4. MTL recognizes that adding new products and services is a key component for future success.

Functional Issues

Sales and Marketing

1. Improving Sales and Marketing/Enrollment is a top priority. a. Our primary sales and marketing strategies must shift

from personal enrollment to digital marketing and a range of other scalable and agile strategies such as inbound marketing, strategic partnerships, etc. (see Marketing section in this document).

b. Digital marketing and other strategies will complement - not replace personal enrollment strategies and methods.

2. In order to be most effective, MTL must embrace digital marketing as we as a variety of other marketing opportunities and strategies such as: 1) Inbound marketing, 2) Strategic partnerships with other organizations doing digital, inbound, internet marketing, 3) Utilizing a team of “expert MTL enrollers”, 4) Securing large contracts with government, business and other large organizations (utilizing MTL workshops to promote self sufficiency, reduce crime and violence, improve outcomes of reentry and prison programs, promote leadership development, etc. 5) Newly designed trainings focused on benefits and customer needs such as Losing Weight, Living Through Divorce, Mindfulness, Leadership Development, etc.), 6) Rewarding/incentivizing students and trainers to enroll for MTL trainings, 7) Empowering MTL trainers and students to be entrepreneurs and incorporate MTL tools and processes into their private consulting and training companies, and 7) Affiliate marketing.

Fund Raising and Development

3. Embracing and promoting fund-raising and development as part


of the MTL business model and ongoing organizational culture are key to generating necessary fund raising support. MTL recognizes that short term (over the next 7-10 years), financial viability is dependent on fund raising and development. Long term, MTL will not rely on fund raising for operational sustainability. Revenue from trainings, products and services will provide primary financial support. Fund raising dollars will be used only for new initiatives, research and development, and special projects.

4. A fund raising and development plan that clarifies MTL international and country specific fund raising philosophy, strategies and operational agreements is a priority.


APPENDIX B: SUMMARY OF DATA/THEMES FROM ASSESSMENT INTERVIEWS.

Assessment themes were presented in online feedback sessions to all MTL communities (DAT, Trainers, IBoard,

Country Boards, Students in all countries). The data was then used to help develop Design Principles (see

Appendix A in this document), and inform DAT decision-making about organization design, business model, 2-3

year goals, etc.

SUMMARY OF THEMES

Response to Design and Align initiative

1. An overwhelming majority of individuals interviewed had positive a response to the Design & Align initiative and interview process. “Very needed”, “timing is right”, “renewed commitment”.

2. Some skepticism, less confident about follow up and execution. 3. 3 People saying not needed, already know what organization needs, they prefer a trainer led organization, not

wasting time, money and energy on getting input.

What is Working

1. Courses and Processes. “The work”, our courses, the processes, “the idea that life is constantly awakening us to be our best selves – this distinguishes us”, “our trainings are still amazing, despite everything else not working so well, the transformation that happens in the training room is still worth it, it keeps me coming back.” “Advanced courses are working well.”

2. Trainers. Skill of trainers in the training room: “Our trainers are amazing”, “The trainers separate us from other organizations.” Overwhelming support for the skill and work of the trainers, and their importance to the organization.

3. Students. Time and energy, commitment, dedication. “I am truly humbled by the depth of commitment and the time and energy our students devote to getting this work into the world.” “Our volunteer army – its amazing, an incredible resource.”

4. Persistence/Endurance. “We are still here and have accomplished a lot over 30 years.” 5. Previous/Work. “We can use and build on previous planning, marketing and visioning work as we move forward.

Past planning by I-Board, country boards, steering teams, individual efforts, Transformation Team in UK, etc.

Priority Issues/Challenges

6. “Student/Volunteer” model vs. Professional Non-Profit. Reliance on only student/volunteers to run the organization has led to decreased organizational effectiveness. Strong support for paid leadership/shift to professionally run non-profit. Paid leadership would help with: accountability, faster decision-making and problem solving, continuity, putting in business processes and systems, professional fund raising.

7. Standard operating procedures and processes.

8. Importance of embracing Fund Raising and Development a. Professional training company viewed as unrealistic in short run, instead a long-term goal.


b. Realistically, major changes will require fund raising and development. Historically, MTL has never fully embraced fundraising and development as part of its business model.

9. “Student” vs. “Volunteer” context. Strong support to renew and reinvigorate mindset/culture with “student context” rather than simply volunteering, (i.e. where “we commit to give as much as we get and to get as much as we give”) Student context promotes long term involvement and engagement, students advance to mentors, trainers, etc. Trainer involvement in local communities is key to promoting and sustaining culture with student context.

10. Business model. Strong support for new business model. a. License fees not working as source of funding. b. Fees for Trainings may be too low. Experiment with higher prices, like competitors. General support for

charging significantly more than current prices. c. More data needed to know if Pay it Forward is working. d. Strong support for creating business plan with new business model without licensing fees from country

boards supporting I-Board. e. Strong support for discontinuing country boards paying license fees, supporting students to do the work

independently.

11. Governance a. Confusion about governance, who has authority (IBoard, trainers, Anne Brown?), who decides what,

need for faster decision making. Revisit governance model. I-Board b. Trainer led vs. professionally led/paid staff vs. volunteer run. Majority prefer to shift to paid,

professional staff c. Lack of clarity about how trainers fit in governance model. Important that trainers be vital part of

governance model. d. Impact of Licensing/IP decisions on organization. Need for further clarity about how it works. e. Questions about need for all levels in current governance model f. Communication and understanding of roles has been improving.

12. Transparency. Preference for more transparency, sharing information with all students about successes and challenges in organization. Overall, significant improvement in last 6 months.

13. Transition from “charismatic entrepreneurial founder” to ongoing concern. Many organizations face this challenge. MTL is evolving into next stage of its development. Key is “Level 5” leader to ensure values from founder (Brad) are upheld and reinforced consistently throughout organization with processes and systems. Goal is not to have another charismatic leader. Goal is to replace charismatic leader with management processes and systems.

14. Revisit and Communicate Direction, Vision. a. Strong support for vision, plan, goals, paid leadership to execute. b. Self-development vs. Creating an inheritable world.

15. Develop clear pathways for students. a. More information on courses, recommended path for all students, including trainer candidates

16. Embrace Internet Marketing. Revolutionize how we market. Deemphasize over time (not abandon) personal enrollment model, over time. Many ideas regarding ways to improve marketing.

a. Top priority. b. Inbound marketing. Videos, short courses, webinars, email campaigns, social media, email campaigns. c. Loosen up IP. Share the work on the web. d. Previous work. Warren, Humphrey, UK Transformation Team. e. Importance of database. f. Front end emphasis, while continuing to provide Advanced Courses


g. Branding h. More information about various courses available on web. i. Collaborate with other training organizations and personal growth/spiritual teachers j. Market to government/solve social problems k. Free up entrepreneurial energy of students, trainers and mentors to experiment, offer work under own

banner/company, and under MTL banner with appropriate vetting. Emphasis on experimenting vs. oversight/quality control. Still have appropriate quality control.

l. Target existing audiences are vs. getting people to come to us: teachers, nurses, ex-offender reentry, and health care. Education credits.

m. Sell benefits (Divorce Workshop, Lose weight workshop, Spiritual Advancement Workshop, Work of Transformation Team.

17. Local Centers, Local Community is part of DNA of MTL.

18. Process vs. Task, importance of both. Tendency to focus on process so much that tasks and organizational context are not attended to promptly or at all.

19. Trainers

a. Trainers held in high regard. Add and develop more trainers. Support development of existing trainers. b. Make it viable to be a trainer, earn a living. c. Lack of clarity about role in governance. Who has authority? Who do trainers report to, if anyone?

Some UK trainers in middle of these questions. d. Alignment work needed on new MTL design, core beliefs. Significant rift. e. Alignment work needed around how empowering trainers (and students) to work independent of local

centers. Key issue: how to empower trainers (and other students and not encumber them with bureaucracy – but at same time ensure health of local centers. How to make win/win relationship between local centers and entrepreneurs. UK trainers.

f. Developing local communities, Clarify trainer role. Student context. g. Individual Feedback for trainers not modeling MTL values and practices. h. Ineffective processes for assigning, scheduling trainers. Perceptions of bias. Similarly, unclear

pathways for trainer striker advancement. i. Many trainer alignment issues at this time. j. For understanding how trainers might fit into a working organizational model: Hospital Model vs.

Trainer led vs. Student/Volunteer Led.

20. Licensing/IP: “Set the Trainers, Mentors and Students and Work Free a. Set the trainers, mentors, students and work free. b. Share the work on web. c. Incentivize experimentation and entrepreneurialism. Under own business. d. Current pricing structures are unsustainable e. Strong support for discontinuing country boards paying license fees/new business model. f. Key issue: How to create win/win, joint ventures between individuals and local centers/country boards. g. Key issue: loosening up IP, not hold work so tightly it remains a secret to rest of world.

21. Spiritual organization vs. Big Tent including all. Clarify that no particular beliefs are required for participation or leadership. Marketing work as spiritual work. Core purpose, Values.

22. What to Keep, What is Sacred, Positive Core, MTL DNA a. MTL weekend b. Local communities, Friendships, sense of community, support c. International org.: International WOW, leadership conference, d. Team e. Students/Volunteers


f. 5 practices g. Skilled trainers h. Partnership i. Truth telling, Dispelling lies j. Acknowledgement k. New courses, transformational learning, radical transformation, live, in person (can add online, but

keep in person trainings) l. Disciplines m. Noticing, Processing

23. Suggestions for benchmarking a. Landmark b. Byron Katie c. Options Institute d. Barry Oshry e. DeMartini – South Africa f. Symphonia g. Quakers


APPENDIX C: KEY QUESTIONS/ISSUES TO BE ADDRESSED

The following is a list of key questions and issues the MTL organization is facing at this time (based on assessment

interviews and follow up conversations with individual DAT members, and MTL students, mentors and trainers. The list

provides a good summary of issues to be addressed at the international organization design work session.

Vision

1. What is our purpose, what are our values, what are our core beliefs about the work (see next section), what is our vivid description of the future?

2. What is our basic identity? Non-profit? For profit? Training company? Or community? Church? Or combination? 3. Is MTL’s work inherently spiritual? Is it important to state clearly that students are not required to have any

particular religious or spiritual beliefs? Is a spiritual context required when describing MTL’s work? Are all individual perspectives acceptable? Can we market the work as spiritual while also holding that a spiritual context is not required?

4. Are we part of a global movement, paradigm shift? What is larger context?

Core Beliefs/Cut on the Work/MTL Weekend Redesign Issues

1. What is our cut on the work? What was Brad’s take? Have we changed? Are we evolving? What direction are we evolving in?

2. Do we have tenets that will never change? Can we allow differences of opinion to a certain degree? Can we allow different trainers to have different emphasizes? If yes, how much? What are the core beliefs that trainers must adhere to?

3. What distinguishes our work from others? What is our UVP, Unique Value Proposition? 4. Confounding the mind vs. strengthening essential self? 5. What is our relationship to Richard Willis historically and currently? Does that matter? 6. What is our position on the need or desirability of having a “spiritual teacher? Do we promote the idea of

trainers as spiritual teachers? Or emphasize personal authority? What was Brad’s take on this? 7. Are students required to embrace spirituality? Have certain beliefs? Can we have a big roof? Individuals are

allowed to have their personal context? The organization may offer courses that contain a clear spiritual context. The organization may market courses and an approach that has a spiritual context. However, the organization will also offer courses without a definite spiritual context. And students are not required to have certain beliefs. Can we write a statement for internal and external purposes that we all can get behind?

8. Do we embrace redesign? Do we use other proposed versions? Do we allow local centers or Country Boards to choose? Do we offer both versions? Do we choose one?

9. Can we create a written statement covering our cut of work, address current areas of conflict, and a process for updating in the future?

10. Determine process for future redesigns? Or at least agreements about it? 11. Determine process and or agreements about designing future courses? 12. What have we learned from benchmarking that might influence our thinking and decision making?

Strategies

1. What are our major strategies for accomplishing our purpose? MTL Weekends? Advanced courses? Webinars? Other trainings?

Governance

1. Are we trainer led? Do we accept UK trainers’ proposal that a small council of trainers lead the organization? Or are we a professional non-profit led by paid professional staff (that also get the context) as preferred by overwhelming majority of people interviewed in assessment? How do we decide?

2. Who decides what? Who is in charge? Who has legal/organizational authority of what? Who has authority over whom? What does IBoard decide, have authority over? What do country boards, local centers decide and have authority over? Who controls the IP? Is Anne Brown empowering the IBoard to authorize licenses/contracts?


3. What decisions are the trainers involved in? How do they make decisions? As an entire group through voting or consensus? A small representative group? A Director of Training that involves them but makes final call? How do trainers fit in the organization? Is a school (teacher, principal) or medical (administrator/physician/medical officer model helpful?

4. If there is a Director of Training In the future, whom do they report to? 5. Who holds people accountable? Who promotes people? Who fires people? Who is responsible for performance

management? 6. How important is maintaining an international organization? Is it preferable to have separate country

organizations? And have country organizations collaborate on annual WOW and other courses? 7. Can we truly embrace empowering individuals (and groups of individuals) marketing courses and using tools

independent of local centers and country boards? How can we incentivize them financially to be able to make a living doing this work while also creating revenue to support the larger organization? What code of ethics and operating agreements are needed to create a win/win joint venture type of environment with local centers and country boards? How can we ensure that operating agreements and code of ethics are not too cumbersome and demanding? How do we ensure that student entrepreneurs feel supported and on a practical level are adequately incentivized? Who holds students or (boards or centers) accountable when they do not follow the operating agreements?

8. How do we accomplish everything described above with mentors and coaches? How can we better incentivize coaches and mentors financially and otherwise?

9. What have we learned from benchmarking that might influence our thinking and decision making?

International Context

1. How important is maintaining an international organization? 2. Is it preferable to have separate country organizations? And have country organizations collaborate on annual

WOW and other courses?

Organization Structure

1. Who does what? 2. Do we need an I Board? Do we need Country Boards? 3. Do we have too much structure, too many levels for the results being produced? For what we want to create? 4. What paid staff do we need? Internationally? By country? 5. Are maintaining local centers a priority? 6. How do trainers fit in the organization? 7. How do individual/group entrepreneurs fit in the organization? See marketing, licensing, other sections. 8. How important is maintaining an international organization? 9. Is it preferable to have separate country organizations? And have country organizations collaborate on annual

WOW and other courses? 10. What have we learned from benchmarking that might influence our thinking and decision making?

Marketing

5. What marketing strategies do we want the Marketing team to definitely include in their plan? What marketing strategies do we want them to consider? (See attached draft team charter for marketing sub team)

6. Is our short-term focus on the front end? Or advanced courses? Do we focus on one? Market both with equal emphasis, resources and attention? Or only one short term?

7. Do we agree Internet marketing is focus? Do we agree that inbound marketing is our major long term marketing strategy and current priority (while still relying on personal enrollment until we make transition)? Do we agree internet marketing will also include: social media, email campaigns, putting work on web with videos and other methods, improving websites, sharing info on courses, our work and accomplishments, testimonials, etc.

8. Do we recommend hiring a consulting firm to implement inbound marketing? Or hire paid staff? Or both, which first?

9. How important is getting the data base up to speed? 10. How important will empowering individuals/groups be to future marketing of the work? How can we incentivize

individuals to spread the work? How can we better incentivize coaches and mentors financially and otherwise?


11. What have we learned from benchmarking that might influence our thinking and decision making? 12. See DRAFT Team Charter for the Marketing Sub-team for additional marketing issues and questions to be

addressed.

Trainers

1. How important is recruiting and developing new trainers? 2. How important is developing current trainers we have? 3. Do we have enough trainers? By country? 4. Who designs new courses? 5. Who does advanced courses? 6. What have we learned from benchmarking that might influence our thinking and decision making?

Fund Raising and Development

1. What is our fund raising and development philosophy? What are our basic strategies? What other input do we want to give Fund Raising and Development sub-teams? Can we decide this or any parts of it? Do we need to empower fund raising and development team?

2. What is realistic? If an effective plan in place, will donors respond? 3. Do we embrace fund raising as a part of the MTL business model/plan? 4. How will fund raising work between IBoard and Country Boards? Will a percentage of money raised by

Countries go to IBoard as part of new business model? No license fees for country boards. 5. What have we learned from benchmarking that might influence our thinking and decision making?

Priorities

1. What issues do we address first? What are the priorities? 2. If we want paid staff, what positions do we hire first? Why? 3. Do we fund a marketing consulting firm or internal marketing director before an Executive Director? 4. Do we fund database before Executive Director? 5. Can we make these decisions now? Can we make some decisions? 6. What have we learned from benchmarking that might influence our thinking and decision making?

Documenting Processes, Standard Operating Procedures

1. What are the priority processes to document, standardize? 2. What support materials do we need to educate people about standard processes? 3. How will we educate them? 4. Can we make decisions about this or do we need to empower sub team? 5. What have we learned from benchmarking that might influence our thinking and decision making?

Business Model/Plan

1. What is the plan/model? 2. Do we embrace fund raising short term as part of identity? 3. Are we professionally run non-profit led by professional paid staff? 4. Where does revenue come from? 5. Can countries pay license fee? Can we let that go? Can countries pay a percentage of revenue or fee per

student? 6. Can we loosen up IP, licensing so that all students can get licensed and pay a fee (percent revenue, by

#students, etc.). 7. Is it time to let go of personal enrollment as the primary strategy for sales and marketing? Is it time to embrace

digital, Internet, inbound marketing and other strategies?


8. Do we keep personal enrollment as one vital component of the business model and marketing plan? Can we get trainers involved again as in the past to energize students to enroll, and sustain a student context culture?

9. Can we truly embrace empowering individuals (and groups of individuals) marketing courses and using tools independent of local centers and country boards? How can we incentivize them financially to be able to make a living doing this work while also creating revenue to support the larger organization? What code of ethics and operating agreements are needed to create a win/win joint venture type of environment with local centers and country boards? How can we ensure that operating agreements and code of ethics are not too cumbersome and demanding? How do we ensure that student entrepreneurs feel supported and on a practical level are adequately incentivized? Who holds students or (boards or centers) accountable when they do not follow the operating agreements?

10. How do we accomplish everything described above with mentors and coaches? How can we better incentivize coaches and mentors financially and otherwise?


IP, Licensing Issues

1. Can we agree that the IP, licensing, the work overall needs to be freed up, loosened up, shared more openly, dramatically? We support work being shared on the web for personal use, not to make money?

2. Web pages sharing tools and processes, other content as part of inbound marketing strategy? 3. Can all students be licensed to use all MTL tools and processes in their own businesses/work? Or only

trainers? 4. Can all students offer the MTL weekend as it is currently designed under their own banner/company name? Or

only trainers? 5. When can students/trainers call something a MTL product or course? Only when follow exact design? 6. How do people get a license? Who can get a license? Should we lean towards being open and easy about

getting licensed in order to get more people out there marketing the work? 7. What should be put in place to preserve quality without seriously impacting experimentation and empowering

and incentivizing students to use the work and generate revenue for themselves and others? 8. Can we truly embrace empowering individuals (and groups of individuals) marketing courses and using tools

independent of local centers and country boards? How can we incentivize them financially to be able to make a living doing this work while also creating revenue to support the larger organization? What code of ethics and operating agreements are needed to create a win/win joint venture type of environment with local centers and country boards? How can we ensure that operating agreements and code of ethics are not too cumbersome and demanding? How do we ensure that student entrepreneurs feel supported and on a practical level are adequately incentivized? Who holds students or (boards or centers) accountable when they do not follow the operating agreements?


Trainers

7. How important is recruiting and developing new trainers? 8. How important is developing current trainers we have? 9. Do we have enough trainers? By country? 10. Who designs new courses? 11. Who does advanced courses? How should scheduling be handled? Who can develop and implement

processes and systems for scheduling, advancement, etc.? 12. How can trainer alignment issues be addressed effectively? 13. What have we learned from benchmarking that might influence our thinking and decision making?

Entrepreneurship vs. Local Centers and Country Boards

1. Can we truly embrace empowering individuals (and groups of individuals) marketing courses and using tools independent of local centers and country boards? How can we incentivize them financially to be able to make a living doing this work while also creating revenue to support the larger organization? What code of ethics and operating agreements are needed to create a win/win joint venture type of environment with local centers and country boards? How can we ensure that operating agreements and code of ethics are not too cumbersome and demanding? How do we ensure that student entrepreneurs feel supported and on a practical level are


adequately incentivized? Who holds students or (boards or centers) accountable when they do not follow the operating agreements?


Next Step Questions

1. What teams need to be created to do deep dives on key issues, and create action plans? 2. What are the purpose, scope and deliverables of each team? 3. What non-negotiables are there for each team? 4. Which teams are the top priorities? 5. How will we deliver this information to the DAT team? 6. Does the IBoard, DAT and organization design work group recommend an Alignment Event(s)? 7. What are our major goals for next 1-3 years?

more to life outcomes from the organization design workshop · more to life outcomes from the...

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