Lizz Pellet

VP Educational Sales

The Sourcing InstituteFellow, Johns Hopkins University

PIHRA Board FacilitationDecember 2015

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

How is Culture Created?

LeadersLeaders

Actions and Behavior of Leaders

Actions and Behavior of Leaders

Allocation of Attention & Resources

Allocation of Attention & Resources

What Gets Rewarded & What

Gets Punished

What Gets Rewarded & What

Gets Punished

CultureCulture

What Leaders Pay Attention To

What Leaders Pay Attention To

Board Governance Roles

• Board Governance Roles• Setting Organizational Direction• Ensuring Necessary Resources• Providing Oversight

• Individual Duties• Leading Trends & Exceptional Practices

KnowledgeableYou 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.com

To be a Trusted Business Advisor You Need to be Seen as…

Friction….

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

…vs. Flow

Doing everything possible to remove barriers and work arounds to promote better performance

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

Long Term Influence vs. Short Term Fire-Fighting

It’s all About the Money……

We can no longer operate without a

strong understanding of financials

Charts and Graphs, Charts and Graphs, Charts and Graphs

We can no longer operate without a strong understanding of financials

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?

Moving From Tactical to Strategic is a Behavioral Shift

http://www.navaa.org/sp/toolkit/SP%20glossary.pdf

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

Every Chapter Needs to be in Step with the Timeline

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

Data Driven Decisions are Where We Want to Be

What will be the process to

collect data?

Setting Organizational Direction Developing and maintaining a focus on:

Mission Vision Values

Strategic Thinking and Planning

Values Alignment is Key at This Stage of the Game

Knowing your core values provides clarity of purpose, cultural alignment (or not)

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

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

Ethical OFair O

Family OFlexible OFun OHonest OIndependence OInnovative ORespectful OResults Oriented ORisk Taking is Encouraged ORewarded O

Serious OShared Decisions Making O

Strong Leadership OTeam-based OTrusting O

Culture and Values Alignment: Exercise

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?

Members Want Transparency and Truth - They Can Handle It!

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?

PIHRA Has to be Seen As One Organization with One Voice

The Board will need to stand together The Board will need to have acommunication strategy and process to hold each other accountable .

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

How Can You Leverage the Member Value Proposition?

Advocacy

PIHRAOrganizational Commitment

Member Value Proposition

Recruiting/Orientation

Training andCareer

Development

Financial Benefit

Networking Annual conference

SHRM

Program Content & Direction

CommunicationVehicles

DeliveryChannels

Members

Leadership

Does PIHRA Need to Create a Differentiator?

A magnetic brand can attract, retain and repel the right member base!

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

Happy Members = Dues and Brand ambassadors

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?

What Will be the Approach Via Social?

Information is Coming at us Like Lightning

Bay Bridge Lightning Strike (Photo: Phil McGrew/Flickr)

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.

Get ready, it’s right around the corner!

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?

Leveraging Social – It is the New Communication

So – Lo - Mo

How will you determine your channels, frequency and delivery method?

Leveraging Internal Communication with Yammer

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

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/lizzpellet

Invite me to connect on LinkedIn: www.linkedin.com/in/lizzpellet