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Lizz Pellet VP Educational Sales The Sourcing Institute Fellow, Johns Hopkins University PIHRA Board Facilitation December 2015.

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Presentation on theme: "Lizz Pellet VP Educational Sales The Sourcing Institute Fellow, Johns Hopkins University PIHRA Board Facilitation December 2015."— Presentation transcript:

1 Lizz Pellet VP Educational Sales The Sourcing Institute Fellow, Johns Hopkins University PIHRA Board Facilitation December 2015

2 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

3 How is Culture Created? Leaders Actions and Behavior of Leaders Allocation of Attention & Resources What Gets Rewarded & What Gets Punished Culture What Leaders Pay Attention To

4 Board Governance Roles Setting Organizational Direction Ensuring Necessary Resources Providing Oversight Individual Duties Leading Trends & Exceptional Practices

5 Knowledgeable You 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.comwww.TheInsideCoach.com To be a Trusted Business Advisor You Need to be Seen as…

6 Friction…. Anything that makes it more difficult for people in critical roles to win with the customer

7 …vs. Flow Doing everything possible to remove barriers and work arounds to promote better performance

8 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

9 Long Term Influence vs. Short Term Fire-Fighting

10 It’s all About the Money…… We can no longer operate without a strong understanding of financials

11 Charts and Graphs, Charts and Graphs, Charts and Graphs We can no longer operate without a strong understanding of financials

12 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?

13 Moving From Tactical to Strategic is a Behavioral Shift http://www.navaa.org/sp/toolkit/SP%20glossary.pdf

14 You Have Two Years to Set the Course and Begin a Journey

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16 Every Chapter Needs to be in Step with the Timeline

17 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

18 Data Driven Decisions are Where We Want to Be What will be the process to collect data?

19 Setting Organizational Direction Developing and maintaining a focus on: Mission Vision Values Strategic Thinking and Planning

20 Values Alignment is Key at This Stage of the Game Knowing your core values provides clarity of purpose, cultural alignment (or not)

21 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

22 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

23 EthicalO FairO FamilyO FlexibleO FunO HonestO IndependenceO InnovativeO RespectfulO Results OrientedO Risk Taking is EncouragedO RewardedO SeriousO Shared Decisions MakingO Strong LeadershipO Team-basedO TrustingO Culture and Values Alignment: Exercise

24 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?

25 Members Want Transparency and Truth - They Can Handle It!

26 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?

27 PIHRA Has to be Seen As One Organization with One Voice The Board will need to stand togetherThe Board will need to have a communication strategy and process to hold each other accountable.

28 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

29 How Can You Leverage the Member Value Proposition? Advocacy PIHRA Organizational Commitment Member Value Proposition Recruiting/ Orientation Training and Career Development Financial Benefit Networking Annual conference SHRM Program Content & Direction Communication Vehicles Delivery Channels Members Leadership

30 Does PIHRA Need to Create a Differentiator? A magnetic brand can attract, retain and repel the right member base!

31 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 Why join PIHRA vs. any other association Happy Members = Dues and Brand ambassadors

32 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?

33 What Will be the Approach Via Social?

34 Information is Coming at us Like Lightning

35 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.

36 Get ready, it’s right around the corner!

37 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?

38 Leveraging Social – It is the New Communication

39 So – Lo - Mo How will you determine your channels, frequency and delivery method?

40 Leveraging Internal Communication with Yammer

41 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

42 Lizz Pellet’s Contact information The Sourcing Institute.com lizz@thesourcinginstitute.com Direct line: 480-221-9649 Office: 888-804-7950 x206 Follow me on Twitter: www.twitter.com/lizzpelletwww.twitter.com/lizzpellet Invite me to connect on LinkedIn: www.linkedin.com/in/lizzpellet www.linkedin.com/in/lizzpellet


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