1. A Discussion With Bridgeway’s Key Leaders for MYE13 By Dave Michener—Bridgeway Community Church Columbia, Maryland

2. 5 Statements About Successful Strategy #1: Strategy Success requires doing the right things at the right time in the the right way with the right people. P recision Focus (The right things.) P rioritized Plan (The right time & way.) P ersonal Buy-In (The right people.)

3. 5 Statements About Successful Strategy #2: Strategy Success requires defining the success of the mission & vision. Ask yourself and those you lead the right questions. What is the vision for Bridgeway this year? What will success look like at the end of this ministry year at Bridgeway? How does your personal vision measure up the against the vision of Bridgeway’s vision? What about your team’s vision for this ministry year? What level of success are you looking for, working for, and praying for? Are simply satisfied with being on the team? Are you simply satisfied with getting playing time? Are you simply satisfied with making the playoffs of success? Are you looking for something more than that?

4. 5 Statements About Successful Strategy #3: Strategy Success requires determining the opponent or enemy. Beware of… F riendlessness F atigue F lirtations F og

5. 5 Statements About Successful Strategy #4: Strategy Success requires personal commitment. Q. What do you personally bring to the locker room of Bridgeway? Q. Do you still have a heart/passion for this game? For The Bridgeway team? Q. How will you help those you lead make the personal commitment? (To be the best they can be.) Practical Application: Team Strat Planning

6. 5 Statements About Successful Strategy #5: Vision to Victory requires total team commitment. 3 (of Many) Keys to Championship Teams 1.Championship teams have role players. --Single Greatest Strength Survey 2. Championship teams have a deep bench. --The Power of Process 3. Championship teams great coaches. --Personal & Professional Leadership Development Plan (Questionnaire)

7. Summary: C.T.U. for You Coaching ---Conversations, Questionnaires, Strategic Plans, Motivational Strategies, & Formal & Informal Inspection of Progress Teambuilding ---Shared Vision & Goals ---Shared Experiences Unity ---Keep the communication flowing especially in times of change, conflict, and celebration. (Remember the 4 Rules) ---Keep the main thing the main thing.

8. Why Strategic Planning? purpose, passions, and priorities It forces us to think freshly, creatively, and thoroughly about our purpose, passions, and priorities and progressive steps toward success & significance. contribute It helps us see how various departments & programs contribute to the mission and vision of our church. (And perhaps, how some do not.) stewards/managers It helps us become better stewards/managers of our time, energy, and resources. It helps us focus on what’s important by determining will dowill not do what we will do and what we will not do.

9. Why Strategic Planning? continued unified systemcommon language sense of “team” It creates a unified system and common language, and therefore, a greater sense of “team”. measure our progress toward success & significance areas of improvement It helps us measure our progress toward success & significance and identify needed areas of improvement. leadership development, team building, and peer -learning It creates opportunity for leadership development, team building, and peer -learning. vision package It will culminate in a comprehensive vision package that will become a functioning work plan.

10. The Vision Package Mission Statement Mission Statement Department/Ministry Description Department/Ministry Description Key Result Areas (K.R.A.’s) Key Result Areas (K.R.A.’s) S.W.O.T. Analysis S.W.O.T. Analysis Goals, Programs, Steps (G.P.S.) Goals, Programs, Steps (G.P.S.) Resources/Budget Resources/Budget

11. Mission Statement This is a concise statement expressing why our church/your ministry exists and why your team has come together at this time. This is a concise statement expressing why our church/your ministry exists and why your team has come together at this time. – It should be no more than a single sentence long—able to fit on the front of a t-shirt. – It should be easily understood by a 12 year old. – It should be able to be recited by memory at any time by anyone on your team. Example of Mission Statement: Building into one another as we build bridges to community

12. Department Name & Description Department Name: Department Name: This is what you and others will call your department so that it can be easily identified and differentiated from other departments on the team. Note: The name should tie into the function of the ministry, be marketable, be memorable, and be sustainable over time. Department Description: Department Description: This is a brief paragraph explaining what your department does and who it serves.

13. Key Result Areas KRA’s A KRA is a priority area in which you must see results in order to accomplish your mission. A KRA is a priority area in which you must see results in order to accomplish your mission. – Specific areas to which you must give attention this school year – Identified by one or two word titles – Choose 3-6 KRA’s – KRA’s may be short-term but are usually long term. – Your team must agree on the KRA’s. A KRA needs a clear descriptive statement of what the condition of your department will be when it is fully developed and accomplished. A KRA needs a clear descriptive statement of what the condition of your department will be when it is fully developed and accomplished..

14. KRA’s S.W.O.T. Analysis After determining your KRA’s, think clearly about each one of them by exploring the S trengths, W eaknesses, O pportunities, and T hreats of each KRA. After determining your KRA’s, think clearly about each one of them by exploring the S trengths, W eaknesses, O pportunities, and T hreats of each KRA. – Strengths & Weakness relate to conditions (people, programs, facilities, etc.) as they exist now. – Opportunities & Threats relate to conditions (needs, attitudes, etc.) that may come up in the future. A S.W.O.T. Analysis helps you clarify specific goals & programs to begin to work toward making your KRA a vibrant reality. A S.W.O.T. Analysis helps you clarify specific goals & programs to begin to work toward making your KRA a vibrant reality.

15. G.P.S. Goals/Programs & Steps (of Action) continued Set specific and measurable goals. Set specific and measurable goals. Dream Goals --what we are hoping to accomplish as we work together with Him. Dream goals express our passion and desires for things that we cannot directly control. Dream goals go on your “Prayer List”. Note: In business these Dream Goals are sometimes referred to as B- HAGS: Big Hairy Audacious Goals. :-) Work Goals --the specific measurable steps you plan to take to achieve to make the KRA a reality. Work goals go on your “To Do” List.

16. G.P.S. Goals/Programs & Steps (of Action) Steps of action should be listed for each goal/program. Steps of action should be listed for each goal/program. – Write everything down! – Be specific and exhaustive. – Include deadline dates. – Include who will do which action. – This will be important information when it comes time to determine what resources you will need to accomplish your goal or implement your program.

17. 17 Resources Determine what resources are needed for each KRA/Goal/Program/Steps. Determine what resources are needed for each KRA/Goal/Program/Steps. – Human resources (Personnel) – Financial resources (Money) – Service resources (Skills) Determine potential sources of the needed resources. Determine potential sources of the needed resources. – List names, networking sources and ideas of people and potential vendors. Develop a budget request (or grant proposal) needed to secure those resources. Develop a budget request (or grant proposal) needed to secure those resources.