Time to Pivot 3 1 5/26/2020 4 5 6 2 5/26/2020 7 8 9 3 - PDF document

5/26/2020 St St r at egi c c Pl Pl anni nni ng ng 1 BACKGROUND DEVELOPED A Strategic Plan FACILITATED Other Chapter ASSISTED Creation of our SERVED On the Boards of and approach Strategic company’s first four different during my Planning ever 5-year nonprofits Presidency Sessions over the strategic plan (2014-2015) past 5 years 2 Time to Pivot 3 1

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5/26/2020 Covid Aftereffects – A Prolonged Economic Recessionary Environment? "Rough waters are truer tests of leadership. In calm waters, every ship has a good captain." Swedish proverb 13 Why Strategic Planning Is So Important Creates Alignment, Sets the Develops Create the Engagement, Develops Chapter up Your Vision Commitment Priorities for Long-Term Roadmap and Success Excitement 14 6 Suggestions 1 2 3 4 5 6 Prepare Create a Develop a Set focus Start Strong yourself for vision for planning on key planning focus on what will each process & initial areas now execution be different committee approach 15 5

5/26/2020 Suggestion #1 – Prepare yourself for what will be different • Your plans and areas of focus will likely change • You may not have the full attention of your Board, volunteers and members as their focus and priorities may be elsewhere • Your member firms will likely be facing extreme overhead expenditure reductions (think how this will affect membership, program attendance and sponsorship) • You may lose members/volunteers if they become furloughed or laid off • Continued possibility that programs and committee communications will need to be virtual for some period 16 Sug Sugges estion tion #2 #2 – S – Set fo focus on on ke key in initia itial ar areas eas • Ensure that you have a strong, committed group of volunteer leaders and BOD members • Criticalness of focusing on your membership and their needs • Back to basics approach to develop focus on fundamentals, while also recognizing that new opportunities will be created – be creative and have an open mind • Focus on cash flow, reserves, budgeting, invoicing and payment. Building your FY 2020 budget based on the "new normal" is mandatory. • Individual outreach and communication to members, firms and sponsors. Now is not the time to retreat into your shell, be aggressive about communicating the value of SMPS. • Set realistic expectations for yourself and your BOD. Don't try to overdo it. 17 Sug Sugges estion tion #3 #3 – S – Start pl planni nning ng no now • Hold calls with all BOD/Committee members. Take their temperature and get their initial thoughts on what the chapter should focus on this year. • Conduct calls with BOD/Committee members to demonstrate that you care about their opinions. This will go a long way to building engagement that will be critical when you become president and program leader. • Recognize that these will be your first moments as a leader, and start to build momentum now • Setup your first planning session one week from now (if you haven’t already) and start to develop you planning approach for the entire summer. 18 6

5/26/2020 Sug Sugges estion tion #4 #4 – C – Create a visio vision fo for each each commi co mmittee ee • Membership • Programs /Education • Communications • Finance / Sponsorship 19 Membership – Ask yourself…….  How do we offer opportunities for our members to connect?  How do we better articulate the value of being a member?  What is our retention strategy this year? “Strategy”  What is our recruiting strategy? Most overused word in the business lexicon  How will we deal with members who have been laid off our furloughed?  How do we integrate and engage “new” members? 20 Programs/Education – Ask yourself…….  How long should we offer virtual programs? How do we decide when it’s ”safe” to hold in ‐ person events?  How should we hold in person events so that the health and safety of our attendees is front and center? “Strategy”  What is our longer ‐ term pricing strategy for virtual programs? Do we continue to offer “free” attendance for members? Most overused word in the business lexicon  How do we approach speakers that want to be paid?  When do we start offering programs that are non ‐ pandemic/economic related? 21 7

5/26/2020 Communications – Ask yourself…….  How do we most effectively communicate with our members and non ‐ members?  How do we “elevate” our communications to stand out above the noise? “Strategy”  How can we better align communications with all our committee priorities? Most overused word in  How can we better communicate internally with BOD and within our committees? the business lexicon What technologies can we leverage to do so? 22 Finance – Ask yourself…….  How do we build a budget with so many unknowns? Should we budget for a profit? Do we have enough reserves in case they are needed?  How do we approach our sponsors this year? “Strategy”  What does our cash flow look like if we lose members, sponsors and/or have a reduction in our program revenue? Most overused word in  What areas should we continue or start to invest in? the business lexicon  What new revenue generation approaches could be out there that we have not considered before? 23 Sugges Sug estion tion #5 #5 – D – Develop a fo formal pl planni nning ng pr process ocess and and appr approach oach 24 8

5/26/2020 Approach • Target a virtual BOD meeting (maybe in person for some) for some time in June and at least one (or two more) in July and/or August • Set programmatic goals for each meeting in terms of what you want to accomplish and what the outcomes should be 25 Your First Meeting • Connect with everyone. What has the past few months been like? How are people feeling and dealing with everything? • Acknowledge the situation and the challenges and opportunities. Be realistic, but at the same time be optimistic. Now is the time to project confidence and certainty that as a team we will get through this. • Set the expectations from what you want from them. Conduct a "BOD orientation", share key takeaways from CLS, and set expectations for what being a BOD member means. 26 Build Consensus • Ask each committee member, “What's the one thing that you think is most critical for us to focus on from your perspective?" • Facilitate a discussion from that answer, and start to build consensus on some key issues for each committee 27 9

5/26/2020 Create Accountability Assign each committee BOD leader "homework" - so that at the next strategic planning meeting they will be able to present a refined vision of their priorities for the year (after they meet with their committee members) 28 Next Meetings • Recap discussion from last meeting, including the key salient points that were discussed and raised • Invite presentations from each BOD member on their key areas of focus “Strategy” • Discuss further and refine goals and consensus on the "chapter-wide" goals for FY 2020. Discuss "theme" for the year. Most overused word in • Consider broadening participation to create stronger alignment the business lexicon • Begin calendar planning 29 SEP OCT NOV DEC JAN FEB • Membership • Town Hall - Back to Meeting • Education #2 • Education #3 • Education #6 Business • Education #4 • Holiday Party • ABX • Program #2 • Program #3 • Education #1 • Education #5 • Program #1 • Outreach #1 MAR APR MAY JUN JUL AUG • Membership • Program #4 • Education #7 • New Member • Education #9 – Summer • Education • UBER • Community Event • Awards Gala • Education #11 • Bootcamp Connect • Education #8 • Outreach #3 #10 (w/UBER) • Program #5 30 10

5/26/2020 Sug Sugges estion tion #6 #6 – F – Focus on on Ex Execu ecutio ion • Planning is meaningless without execution. Be clear on the expectations for executing the goals that we have set for ourselves. • 3 chapter ‐ wide goals and committee goals printed on every agenda. Each BOD member reports on progress at every meeting. • Think about how to streamline the "tactical" and emphasize the "strategic” discussions and approaches 31 Bonus Bonus Sugges Suggestion! ion! – U – Use yo your PE PE and and Pr Program Lead Lead netw network ork (y (your our new new bes best friends) nds) • As you have likely heard from others – the relationships that you develop with each other will be one of the most important resources for you throughout your year • Use the online communities to ask questions to the group • Develop a chapter “buddy” or smaller network of “trusted advisors 32 Tools & Resources • SMPS Striving For Excellence Awards program • Read the submission requirements / review past submittals • Chapter Management manuals (6) from HQ • Strategic Planning Manual from HQ • Past Presidents • CLS Committee • SMPS HQ Staff & BOD 33 11