Download - LEADERSHIP 201
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LEADERSHIP 201
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GENERAL GRAND CAPTERGENERAL GRAND COUNCIL
GRAND ENCAMPMENTEMERGING LEADERS PROGRAM
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LEADERSHIP 201
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Morning Outline Welcome and Introductions Review of Leadership101 What is Leadership Leadership from a Follower’s Perspective The Five Levels of Leadership
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Review of Leadership 101
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Some Major Topics covered in 101
Defining Leadership Leaders deal with different types of
people differently Types of people—triangles, squares,
circles, squiggles The power of Vision Principles of the 7 Habits Goal Setting
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REVIEW OF LEADERSHIP 101
Discussion: What did you learn in Leadership 101?
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LEADERSHIP DEFINED
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LEADERSHIP IS INFLUENCE, NOTHING MORE, NOTHING LESS He who thinks he is a leader but has no
followers is just taking a walk—John Maxwell
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THINGS TO KNOW ABOUT LEADERSHIP
Everyone has influence over someone Leadership can be taught Leadership is a process Leadership is earned, it is not an
entitlement Leadership is hard to achieve but easy to
lose
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WHAT IS REQUIRED? Leaders are learners; a commitment to
leadership is a commitment to lifelong learning
Leaders are willing to take risksLeaders are willing to invest the time to in other
people and their own self developmentLeaders know who they are and use the
knowledge to lead themselves
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Key Concepts of Leadership
Leadership is a learned skill Leadership is a process Leadership begins with ME Leadership is all about RELATIONSHIPS
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Leadership from a Follower’s Perspective
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Maxwell’s 3 Questions When someone first meets the new
leader, they have three questions in mind Do you care for me? Can you help me? Can I trust you?
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Posner and Kouzes’ Research
What Characteristics to people look for and admire in someone they would be willing to follow?
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Top Scoring Responses Honest 85% Forward Looking 70% Inspiring 69% Competent 64% Intelligent 43% Broad Minded 40%
The Truth About Leadership, p. 17
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Most Important Characteristics Honesty
Forward Looking
Inspiring
Competent
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The Combination Taken together, these characteristics
comprise a larger single concept
Credibility If a leader loses credibility, he is
no longer a leader
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Credibility is closely related to Integrity
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Ty Bennett ‘s 7 Investments
Be the same person in public, private, and secret life
Take Responsibility Keep Promises Build People Up; Don’t Tear them down Give 100%, 100% of the time Be Humble Live your values
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The Five Levels of LeadershipJohn C. Maxwell
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Recommended Texts John C. Maxwell
The Five Levels of Leadership The Twenty-one Irrefutable Laws of Leadership Developing the Leader within You
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Why this framework? Provides a good framework for
understanding a complex subject
Breaks a complex issue into manageable components
Is easily adapted into a personal leadership development plan
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The 5 Levels Level 1 Position Level 2 Permission Level 3 Performance Level 4 People Development Level 5 Pinnacle
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What do the levels do Defines the progression of leadership
development Defines the elements of leadership Describes a process
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A level is never left behindIt is a winding staircase
Leadership is all about relationships, and relationships involve other people
You are at a different level with each person as defined by you relationship
You must continually work on all levels
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Why is this important
THE LAW OF THE LIDJohn Maxwell
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Level 1 POSITION People follow you because they have to
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Reality Check Someone thinks you have leadership
potential
You have been given a wonderful opportunity
It does not make you a leader—it gives you a chance
You have not arrived but just begun a journey
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What to do? Begin at the beginning
He who would lead others must first lead himself (Past Master)
You are the beginning; you must begin with yourself
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A Few Specifics Check your attitude: Understand the
reality Develop Self Awareness Perform a Leadership Inventory Dedicate yourself to learning Create a Personal Leadership
Development Plan Look, Listen and take notes
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ACTAs you learn about leadership, code the
concept as to what to do with it
A=Apply to your leadershipC=Change a behaviorT=Teach the concept to others
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Best and Worst Level 1WORST BEST
Deceived by his title
Devalues people (they can’t)
Focus on Prerogatives
Caught in the game
Know the title must be earned
Values people as the greatest asset and trusts them
Focus on the job of leadership
Keeps eyes on the prize—influencing people to accomplish great things
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Problems with Positional Leaders
BEHAVIOR RESULT Push people
(demands and orders)
Creates distance from people
Must assert superior knowledge in face of ignorance
Minimal compliance
Doesn’t know what is going on
Makes mistakes; loss of trust
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What’s Happening “Half of the harm that is done in this
world is due to people who want to feel important….They do not mean to do harm….They are caught in the endless struggle to think well of themselves.”T.S. Eliot
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The Reality “It is not titles that honor men, but men
that honor titles”Machiavelli
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Avoid Getting Stuck
If you get stuck as a positional leader you are in real trouble in a volunteer organization
You have no carrots and no stick; all you have is your leadership
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Start Connecting with People
Drop the barriers—if you must remind them of your title, it is just a title
Begin with those you need the most The Informal Leaders (E.F. Hutton) The staff—especially the recorder or secretary The doers in the organization (Past Masters) The leadership team
All of the members and their families
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A few Specifics Always be genuine—they don’t care what
you know until they know how much you care
Never speak ill of anyone Treat everyone with Respect Listen When you speak keep on solid ground Take Responsibility Be a Servant
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The Big OneModel the values you profess and the values of the organization
Once you have a position of formal leadership, always remember they are always looking
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Level 2 Permission
People follow you because they want to
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What got you here Connecting with people Showing Respect Staying on Solid Ground Building at atmosphere of Trust Living your values and those of the
organization
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What have you gained Connecting with people you now have
relationship based influence You are now able to move beyond the
nominal leadership tasks to those things that really count
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Challenge the Process Most things you will want to do involve
change of some sort Change triggers fear and with it
resistance Start small and build your track record
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Baby Steps Every project, however small, gives you
an opportunity to Build your relationships, especially with your
team Develop your navigational skills that enable
you to get things done The goal at this stage is to demonstrate
your ability to get things done
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Planning at Level 2Small projects do not require an elaborate
plan; but they do require one
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Planning Realities Projects will succeed to the extent that
people are committed People will not buy-in to your project until
they buy-in to you as a leader; The messenger must have credibility
At this stage you are building credibility and have laid a solid foundation, but you are probably not there yet
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A General Process Start with WHY—if you don’t have a clear
purpose for a project, it won’t go very far Run it up the flag pole—talk with the E.F.
Huttons and as for their help—you will have a better project and their support (borrowed influence) plus they make good team members and mentors
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General Process 2 Revise your project and assemble your
team Involve the team in planning Break the project into discrete tasks Assign people to the tasks, then let them
perform—put them in charge Monitor progress and offer help Debrief Celebrate the success
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Result Accumulate the small victories through
small projects and you get the rewards
More positive attitudes making more things possible
A track record of getting things done Momentum
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Level 3 PerformancePeople follow you because of what you have
done for the organization
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Moving on to Greater Things
Your relationships are growing and your connection with people has deepened
You have demonstrated your ability to get things done
Now get ready to do greater things Don’t over promise—stay on solid ground Develop a more formal planning process
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Formal Planning at Level 3 Same cycle as at Level 2 Create a formal document Begin with a vision and a clear purpose Define success in some detail Two key points
A plan is never static; it must be fluid, but to be fluid it must be used
A plan is of little use unless it is communicated
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Your Team needs Attention If you want your team to commit to the
project, they must commit to you; they won’t commit to you until you demonstrate that you are committed to them
Actively engage in developing the leadership capabilities of your team members
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Team Building Get the right people on the bus Get them in the right seats Look for the learners Take an active interest in their
development as leaders—you will have to invest your time with them
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Priorities Set priorities and focus your efforts—you
can’t make the investment of time in everyone
Pareto’s Curve
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Evaluate your Team Members
Dimensions What value do they add to me What value do they add to the team What value do they add to the organization
Strength of your Relationship Does he trust me/Does he think I am truthful Does he confide in me Does he think I am fair Does he share my core values
Now perform the same analysis in reverse
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Evaluate Projects and Tasks
High Cost Low Cost
High Return Low Return
Significance to the overall organization:Long term Short term
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Differences from Level 2 Allow plenty of time for buy-in and
planning Strengthen relationships with the team—
the level of commitment required is much higher for larger projects
Strengthen relationships among team members
Heavy Team Member involvement in planning
Communicate, Communicate, Communicate
Monitor and Mentor: The goal is to Empower
Acknowledge and Celebrate
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Working with Your Team Shared Vision Values should align Relationships among the members is
strong: They must be as committed to one another as to you and the Vision
Positive and Tenacious Attitude Communication that is open, honest, and
continuous RESULTS ARE THE GOAL
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Key Concepts for Level 3 Who you are is who you attract People do what people see Find a way to win; defeat is not an option Sacrifice—to go up you must give up People buy-in to the leader, then the vision Developing leaders is the most effective
way to accomplish the vision Production is measured by what you get
done through others
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Ready to Move on?You have a well developed team of leaders
who you have been developing and empowering
Production is a more a result of team activity than your activity
The big projects succeed, further enhancing momentum
The Organizational Narrative is becoming more positive
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Level 4 People Development
People follow you because of what you have done for them
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Preparing for Your Departure
The true measure of a leader is not what he accomplishes while he heads an organization but what the organization achieves without him
This is the lasting legacy of a great leader. The accomplishments of a leader are
ephemeralWhat lives on are the people John Maxwell
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Importance of Developing Your People
To sustain organizational growth Empowers your people to fulfill
leadership roles You are freed up to lead larger
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Back to the Bus Recruit well
Chemistry Character Capacity to meet the needs of the team all the
time Contribution beyond their specific job duties
Right Seats Not always the best at specific tasks, it is the
best who can work together to achieve results—Put your best team on the field
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Developing Leaders Modeling—you are the example, do what
you desire and expect them to do Teach them leadership—give them the
working tools of a leader Help them to do their jobs well
I do it and you watch You do it and I am coaching you You do it
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Key Concepts at Level 4 Back to basics-leadership is developed
daily not in a day Add value to others to add value to
yourself; add value to yourself to add value to others
Your leadership is limited or enhanced by your team
If you have a good team you will get results; if you want to go beyond small scale results develop leaders
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Legacy Have a clear vision of the legacy you
want to leave Start leaving that legacy now by living it Develop the people who will carry on
your legacy (all things pass; what is left are the people)
Let Go! Trust those you have developed, and respect them enough to let them do it their way
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Level 5 Pinnacle You have arrived at the pinnacle if the
organization continues to prosper and grow after you are gone
You are a pinnacle leader when you have developed level 4 leaders
You are a pinnacle leader when you have established an enduring leadership culture
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Relationships
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The Bedrock PrincipleJohn Maxwell’s Winning with People
Trust is the foundation of every relationship
Trust is the frame of any relationship Trust is the height of any relationship Earning the trust of others
Trust begins with you Trust cannot be compartmentalized Trust works like a bank account (change in
your pocket?
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Discussion What kinds of actions build trust?
What behaviors cause you to trust a leader?
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Connection Building Become genuinely interested in them Smile Listen—encourage others to talk about
themselves Talk in terms of their interests, aspirations
and desires Make the other person feel important and
do it sincerelyJohn Maxwell, Winning with People
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Listening Pay Attention Show that you are listening Provide feedback Defer Judgment Respond appropriately
Tom Peters
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Meet on the Level Don’t assume you already know what
others know, feel or want Don’t be arrogant—No one knows
everything; you never know when a great idea will come your way
Don’t be indifferent—Leadership is about caring; caring deeply about other people
Don’t be controlling—It limits possibilities and potential
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Communicate Keep it simple Get to the point Say it over and over and over again—the
first time they hear, the second it is recognized, the third it is understood
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Let them enjoy being with you Ask questions, then listen (you don’t
need to one up or have the last word) Keep the mood light Use stories to make a point Be enthusiastic For that moment they are the most
important person in your universe Listen more than you speak
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Attitude is Everything
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“Attitude is a little thing that makes a big difference”
Winston Churchill
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Mindsets
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Text on Mindsets Carol Dweck, Ph.D.
Mindset: The New Psychology of Success
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What is a mindset? A deeply held set of beliefs about who
you are These beliefs filter your experience of the
world because they are the interpretative basis for your understanding
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Nature v Nurture Nature: Genes drive destiny. We are who
we are at a fundamental and immutable level.
Nurture: The environment conditions us and makes us who we are.
Most believe that both factors are in play all the time.
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Fixed MindsetNature dominate
Habitual beliefs about self and environment Say things like “I can’t change” or “I am too
old to learn” The fear of failure The fear of being challenged Surround themselves with only those who
reinforce their view of themselves Discard feedback inconsistent with their self-
image Worried about being judged—don’t take risks
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Growth MindsetNurture dominate
Believe in ability to change Innovate, adapt and overcome Belief they can always learn Not afraid to fail—relish the challenge Expect and want feedback for
improvement Surround themselves with people who
challenge them Change their minds
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ExerciseSituation: A once thriving Chapter has fallen
on hard times, and without some help may soon cease to exist. One older PHP has run the Chapter with an iron fist for many years. You believe it is worth saving.
Task: What would you do to re-energize it? You must come up with 3 positive growth mindset moves that will get the job done.
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Growth Mindset Dos View every experience as a learning
opportunity and never waste an experience Practice the Masonic value of Brotherly Love Promote the value of learning in everything
and the idea that anything can be learned Always remember that every person is
important Keep in mind the importance of each
Companion’s personal growth and wellbeing by asking “how can I help”
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More Do’s Understand that the Companions and Sir
Knights are what makes the difference Find the positive in every situation and
promote it—even if it is a hard lesson Talk directly to any member who has an
issue and really listen to him—you might learn something
Appreciate the value of every Companion and allow them to play to their strength
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Do you have More? Discussion
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Failing ForwardJohn Maxwell
There is no such thing as failure, just information
You learn more from an unsuccessful project
When things don’t go as planned, accept the challenge and solve the puzzle.
Don’t entertain a vision of disaster; see the vision of opportunity within it and the brighter day beyond
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Execution
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Steps Mission Clarification Vision Focus Plan Execute with Excellence Debrief Celebrate
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Mission Clarification The Four Questions
Who are we For what purpose do we exist—what, exactly
do we do For Whom Why do we do it
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Who are we: Discussion What do we value What do we believe in What do we hope to be
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Why do we existDiscussion
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For whom do we do it Discussion
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Vision Inclusive process Inspiring –must be something important
enough to commit to Expresses who we are Expresses what we do Expresses who we do it for
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Vision Exercise Develop a Vision for your Chapter,
Council or Commandery
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Planning
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Types of Planning Tactical Planning
Single Project Goals, Punch List and Time Line (simplest level)
Operational Planning Annual Plan Plan first, budget after Priorities Goals Projects, Time Lines, Personnel
Strategic Planning Long Range Vision, Mission, and Goals
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General Elements Goals
Tactical Plan—how do we define success; be sure to cover all dimensions with reference to Operational Plan Goals
Operational Plan—defined in terms of where we want to be at the end of the year, based on priorities and Strategic Plan Goals
Strategic Plan—defined in terms of where we want to be in five years—what is necessary to achieve the vision
All Goals should be SMART
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General Elements Priorities Relationship among plans, goals, and
tasks Planning Process
People Time Goal of the Planning Process—A Shared Vision
and agreed upon steps toward attaining it
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Discussion of Planning Tactical Planning
Questions Discussion Examples
Operational Planning Questions Discussion Examples
Strategic Planning Importance
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Strategic Planning Continued
Elements People Process Utilization and relationship to operational
and tactical plans Questions Discussion Examples
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Summary and Questions
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Next Step Congratulations Attend the main department meetings
next year
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THANK YOU