National Urban League Young Professionals
2012 Whitney M Young Leadership Development Conference
Project Lead, Learn, Grow & Empower
Creating Goals for
Your YP Chapter
Rahshib Thomas, PHR
Eastern Region Vice President
Desired Outcomes
•
Align with NUL Leadership
Competency
•
Discuss what we know about goals
•
Discuss alignment with Affiliate,
Regional & National
•
Discuss execution & motivation
•
Have Strategy Sidebars
•
Practice what we’ve discussed
•
Share inspiration
Strategic View Competency
Understanding the interaction between several
complex components and the ability to look ahead
consistently, to a longer time span of horizon. Having a
shared vision with your Board, and then advancing
your agenda in this complex environment.
•
•
•
Look beyond the day to day
Think across borders
Manage the interaction of funding cycle time,
strategy, and resource requirements
Strategic View Defined
•
Look beyond the day to day. Ensure you are looking up,
past the day to day crisis management and are positioning
the organization well in the community for a sustainable
future. Evaluate progress against the strategic goals.
Complete strategic planning aligned with National and
local strategy.
•
Think across borders – to increase scale and coordination,
CEO’s must think across their borders, regionally.
•
Manage the interaction of funding cycle time, strategy, and
resource requirements – The ability to understand how the
funding the CEO wants to pursue relates to the national and
local strategy, the needs of the community, the timing of
the program, and the resources required. (Note: this is
beyond project management and into strategic planning).
Let’s be Honest with Ourselves
Stable, meaningful
external affairs don't occur
until we've experienced
an internal stirring.
-p.185
Failing to deal with internal
issues effect many, if not
all, areas of your
life…especially executing
goals.
What do you get when you Google
“Goal
Setting?”
Goal Setting
6
Goal Setting
• S pecific
• M easurable
• A ttainable
• R elevant/Realistic
• T ime-targeted
• Provide a sense of direction and purpose
• Capitalize on our brain power to achieve
• Convert strategy into targets
Common Chapter Goals
• Increase membership
• Raise money
• Increase volunteer hours
• Increase member engagement
• Become a better leader
• Increase affiliate give
What’s not SMART about these?
Chapter leaders have the vision,
Someone on your team may know how
to make it SMART
Past Goals
Were they…
• Motivating
• Well-rounded
• Not too easy, not too hard but attainable
• An action statement
• Part of a shared goal (i.e. Involved
people, required buy-in and participation)
• Help you grow internally (Did you include
support from the affiliate/subject matter
expert)
At the Chapter Level
• When do we set goals in YP
Chapters?
• How often do you check on your
goals?
• Who has access to your goals?
• Where are your goals written down?
Sidebar: Strategic Planning
A process of defining strategy, direction, and making decisions on
allocating its resources to pursue this strategy. Generally 1-3 or 3-5 years,
deal with at least one of three key questions:
• What do we do?
• For whom do we do it?
• How do we excel?
The key components include an understanding of the organization's vision,
mission, values and strategies. Common approach:
•
Situation - evaluate the current situation and how it came about.
•
Target - define goals and/or objectives (ideal state)
•
Path / Proposal - map a possible route to the goals/objectives
Cascading: Aligning Goals
• What organizational forces
impact your chapter goal
setting?
• How do you manage?
• What’s the benefit to
aligning goals?
Tip: Begin retreats with built
in calendar items
Start With Why
Golden Circle
•
Motivation
•
Process
•
Product
“WHY?” can correspond to an immediate
goal, but to truly inspire volunteers, the “WHY
should align with overall intent/purpose
Leaders usually are good at the
“WHY?” but your team may have the “HOW”
Goals by Brian Tracy
•
Clarify your Values
•
Analyze your Beliefs
•
Determine Your True Goals
•
Improve your Family Life and
Relationship
•
Optimize your Health and
Wellness
•
Associate with the Right People
•
Manage Your Time
•
Review and Visualize your
Goals Continually
•
Activate your Superconscious
Mind
4 Disciplines of Execution
Precise rules for translating strategy into action at all levels of an organization.
When applied, produce extraordinary results by tapping the desire to win that exists in
every individual.
•
Discipline of Focus
•
Discipline of Leverage
•
Discipline of Engagement
•
Discipline of Accountability
What keeps you from
executing your goals?
Turning Goals Into Action
• Obstacles
-Doing lesser priorities first
-Not being organized
-Losing focus
• Ways to make it happen
– Task lists (Outlook//Smartphones//Google Tasks//Reminders)
– Scheduled updates – that are reported on during
monthly/quarterly one-on-ones with your chapter/CEO
– Inspiration (Source) – Use your own personal source of
inspiration to motivate you
Activity- Make these SMART
Instructions: Pick one, follow the chart below. You have 5 minutes
Increase membership | Raise Money
Increase volunteer hours |Increase member engagement
Become a better leader | Increase affiliate give
My goal is to…
(Specific
Measurable
Attainable
Relevant
Timely)
WHY?
To achieve my
goal, I’ll need
to take the
following
actions…
I’ll know that
I’m
successful
when…
(quantifiable
measures)
Sidebar: Dilemma Management
Some complex problems simply do not have "solutions." The key to being an effective
leader is being able to recognize and manage such problems. Polarity Management
by Barry Johnson presents a unique model and set of principles that will challenge you
to look at situations in new ways.
+
+
High Focus
Out of Focus
Pole A
Pole B
-
Out of Focus
-
High Focus
National Urban League Young Professionals
2012 Whitney M Young Leadership Development Conference
Project Lead, Learn, Grow & Empower
Departing Thoughts
People often say that motivation doesn’t last.
Well, neither does bathing --- that’s why we
recommend it daily.
-Zig Ziglar
Leaders should be just as
intentional about providing
emotional value to members as
they are about providing
rational value.
Organizational health is the
single most competitive
advantage
- Patrick Lencioni
National Urban League Young Professionals
2012 Whitney M Young Leadership Development Conference
Project Lead, Learn, Grow & Empower
Questions
National Urban League Young Professionals
2012 Whitney M Young Leadership Development Conference
Project Lead, Learn, Grow & Empower