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Strategic Leadership

Strategic Leadership. Dr. Ed Merritt California State University (Cal Poly Pomona) eamerritt@csupomona.edu. Strategic Leadership. At the end of this session, participants will have a working knowledge of these elements: Appreciate the importance of strategy

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Strategic Leadership

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  1. Strategic Leadership Dr. Ed Merritt California State University (Cal Poly Pomona) eamerritt@csupomona.edu

  2. Strategic Leadership At the end of this session, participants will have a working knowledge of these elements: • Appreciate the importance of strategy • Understand the strategic planning process • Understand how to conduct a SWOT analysis • Comprehend the evolutionary nature of club culture • Creating a unique mission for a club • Developing a shared vision • Operating a club through a strategic plan Business Management Institute

  3. Strategic Planning • Dynamic environment - flexible • Strategic versus tactical times • Rolling & continuous Business Management Institute

  4. The Process 1. Determine need 2. Get member input 3. Know the competition 4. Hold a board retreat 5. Develop a plan 6. Implement the plan 7. Dominate niche Business Management Institute

  5. 1. Needs Assessment • Conduct confidential interviews • Review minutes history • Review financials • Do an operational audit • Do an environmental scan • Identify issues Business Management Institute

  6. 2. Membership Input • Focus Groups • Membership Survey • Benchmark Survey Results • Identify Competition Business Management Institute

  7. Importance of Two-Way Questioning • Example opinion question: 1. Wednesday night a la Carte dinner PerformanceA = 10 (Highest) Importance1 (Lowest) • Highly rated performance does not matter if respondents rate the service as unimportant • Result: Excellent operations, low turnout

  8. Examples and Scales 1. Wednesday night a la Carte dinner Performance A A- B+ B B- C+ C C- D+ D Importance109876 5432 1 2. Smooth, fast rolling greens Performance 109 (A) 87 (B) 6 5 (C) 43 (D) 2 1 (F) 0 Importance109 (A) 87 (B) 6 5 (C) 43 (D) 2 1 (F) 0 3. Summer AAU swimming team program Performance A A- B+ B B- C+ C C- D+ D D- F Importance A A- B+ B B- C+ C C- D+ D D- F

  9. Example Question 1. Wednesday night a la Carte dinner:

  10. Wednesday night a la Carte dinner Question Plotting, Analysis, and Action Plan Yellow Zone Plow Horse/Cash Cow Importance (X) = 10 Performance (Y) = 2 = D+ Members rate Wednesday night a la Carte dinner as very important to provide with a 10. Members rate the staff performance very low with a D+ Action = Must improve substantially through staff training

  11. Action Green Zone Star Importance (X) = 9 Performance (Y) = A- = 9 Action = Feature, push Blue Zone ? Question Mark Importance (X) = 2 Performance (Y) = A- = 9 Action = Reformat, reschedule • 10-Point Scale • Importance (X) • Performance (Y) Red Zone Dog Importance (X) = 2 Performance (Y) = D = 2 Action = Scrap or completely revise Yellow Zone Plow horse/Cash Cow Importance (X) = 10 Performance (Y) = 2 = D+ Action = Train, improve

  12. 3. Competitive Analysis • Identify Competition • Conduct Survey • Identify Benchmarks (from survey) • Golf Maint: Greens must Stemp at 10 • Front Desk: 3 rings is one too many • Mixed grill: 30 secs is max wait at the lectern • Golf: 4 hrs max golf rounds (Slides follow) Business Management Institute

  13. Benchmarking Service Tasks Procedural Elements: • Timeliness (Slide) • Incremental Flow • Anticipation • Communication • Customer Feedback • Accommodation • Supervision/Organization Personal Elements: • Attitude, Body Language • Attitude, Tone of Voice • Tact • Attentiveness • Using Names (Slide) • Guidance • Selling Skills • Gracious Problem Solving Slides to follow Business Management Institute

  14. Benchmarking Examples • Element: Timeliness of greeting at the grill lectern • Benchmark: Members will be greeted with a warm welcome and begin the seating process within 30 seconds of arrival • Observe: Trust but verify (time) • Evaluate: Reward or take corrective action • Element: Using members’ names in a la Carte Dining Room • Benchmark: Members’ names will be used both at time of order and at delivery (2 times). • Observe: Trust but verify (count) • Evaluate: Reward or take corrective action Business Management Institute

  15. 4. Retreat • Ideally away from the club • 10-15 attendees • Create structure for continuity • Develop or confirm values, vision, mission, and key goals and objectives • Consider using a facilitator Business Management Institute

  16. The Model Front Line F. Action Structure Supervisors E. Opns Strategy D. Goals & Obj Dept Heads C. Mission President Foundation Board & B. Vision GM A. Values Business Management Institute

  17. A. Values & BeliefsPres, Board, and GM Level What the club is all about • Bedrocks • Fundamental convictions • Strong statements • Ideally will have buy-off • Explains why the club exists • High level (helicopter view) Business Management Institute

  18. Values & Beliefs Examples • Member satisfaction (survey) • Employee satisfaction (survey) • Financial stability (budget) • Ethical business practices • Service to the community Understand that member satisfaction (measured by the survey across time) and financial stability (measured by budget across time) are the two vital club report cards Business Management Institute

  19. B. VisionPres, Board, and GM Level • Where you want the Club to be positioned • A bold statement that paints a picture of what the club will look like • Trend toward combining vision with mission Business Management Institute

  20. Vision Example • By the year 2015, the Cassiopia Golf Club will be a premier golf club with a memorable and top-conditioned course. • It will reach a full membership of 350 regular members and a waiting list to join, • Achieve gross revenues of $8 million annually, with a reserve of $1 million. • The Club will offer superior food & bev service, exceeding club member expectations. • The Golf Club will be the employer of choice in the Greater L.A. area. Business Management Institute

  21. C. Mission Pres, Board, and GM Level • The reason for the club’s being • A broad statement of the unique purpose for which the club exists and the specific function it performs • SWOT occurs at this stage Business Management Institute

  22. Mission SWOT Example Items Strengths (Internal) • Items which contribute to success • Assume excess cash on hand • Consider with External Opportunities Weaknesses (Internal) • Items which limit success • Ingress and egress to upper and lower clubs • Consider with External Threats

  23. Mission SWOTInternal-External Analysis Opportunities (External) Items from the outside which could contribute to success Developer club is going under Threats (External) Items from the outside which could limit success DUI laws Business Management Institute

  24. Mission Statement Example Given that the golf experience is its highest priority, Cassiopia Golf Club is committed to providing superior golf, casual dining, and seasonal social experiences for the satisfaction of its members and their families Business Management Institute

  25. 5. Plan Development • Tenets agreed by Board • Usual format: • Prioritized list of initiatives with timelines • Operations budget (annual) • Capital expense / FF&E budget (annual) • Project capital (annual and forecast) • Economic model (Slide) • Usually does not come together sequentially • Work done by management and staff • Final adopted by Board Business Management Institute

  26. Economic Model Rolls Left As current operations year ends, Years 2, 3, 4, 5, and 6 all move 1 year to left New moves left to Yr 6 and another new created

  27. SMART goals Specific Measurable Acceptable Realistic Timely Subjective Textual Vagueness Objective Counts Times D. Goals & ObjectivesDepartment Level (Review) Business Management Institute

  28. E. Operations StrategiesSupervisor Level • The funneling of the Vision, Mission, and Goals & Objectives into operationalization • Agreed upon strategies and clearly articulated action plans • Approx intervals: 6 months, quarterly, monthly, weekly, daily, by shift, by job Business Management Institute

  29. Budget AssumptionsExample: Membership Dept. Business Management Institute

  30. Operations Strategies • How do you want to get there? • What should we invest in to achieve our objective? • Broadly stated • What we want people working toward Business Management Institute

  31. 6. Implementation • Almost always achieved through management and staff • Terms used: • Implementation • Operationalization • Operations

  32. F. ActionSupervisor and Hourly Level Activities and steps to be taken to achieve goals Owning goals and objectives Agreed evaluation method based on objective measures Approx intervals: Monthly, weekly, daily, by shift, by job Business Management Institute

  33. 7. Consistently Dominate Niche • Resist becoming a Frankenstein Club Economy: Best Western Days Inn 1, 2, 3 Upper-Level: Marriott Hilton 7, 8 Ford Escort Club Toyota Camry Club Mid-Level: Holiday Inn Comfort Inn 4, 5, 6 Luxury: Ritz-Carlton Four Seasons 9, 10 BMW 760IL Club Honda Civic Club

  34. Strategic Leadership Dr. Ed Merritt California State University (Cal Poly Pomona) eamerritt@csupomona.edu

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