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November 17-18, 2005
I will be at NISH National Headquarters in Vienna VA for a very important class en route to my certification.
BUSINESS DEVELOPMENT 1: THE PLANNING PROCESS
Purpose:
In today’s changing business environment, sound business planning is essential as CRPs seek ways to expand their current business activities and diversify into new areas and markets. CRPs list business development and developing additional contract opportunities as their greatest need. In this course, we will learn to successfully develop business strategies and conduct business planning from a nationally known trainer who has helped hundreds of notfor-
profits with business development initiatives.
Audience:
This course is designed for executives and senior and middle management staff responsible for planning, program development and decision making as they relate to business development in the CRP.
Take Away Value:
1) Learn how to make decisions about new business ventures.
2) Learn how to develop a feasibility study.
3) Learn how to write a business plan.
4) Learn how to finance a new business endeavor.
5) Develop an understanding of the rules surrounding Unrelated Business Income.
6) Gain an understanding of the corporate structuring options available to CRPs.
Instructor:
Peter Brinckerhoff is an experienced instructor who has provided training for NISH for over ten years. He is a highly sought after consultant in the not-for-profit arena and has helped hundreds of nonprofits develop business plans and revamp their marketing efforts. Peter is an award-winning author of ten books for not-for-profit managers including Mission-Based Marketing and Social Entrepreneurship. You can learn more about Peter at his Web site www.missionbased.com .
November 13-16, 2005
I am attending the NISH East Region National Council of Work Centers (NCWC) Training Conference. This year’s conference will cover four tracks:
(1) NISH Policies & Procedures,
(2) Quality
(3) Workplace Development, and
(4) Products with a focus on opportunities for the NPA (Non Profit Agency).
The East Region consists of the following 13 states: VA, WV, MD, DE, PA, NJ, NY, MA, RI, CT, VT, NH, ME. The conference will be at the Brooklyn Bridge Marriott located at 333 Adams Street, Brooklyn NY.
The Friendship Volunteers on Phone Bank, Auctioneering and Bid Confirmation for the Fall 2005 Great TV Auction: Missy Stover (our Director of Development), me, Patricia Craft (Human Resources Manager) and Colleen Mullen (Job Coach), all posing with Cubby, the WVPT mascot.
Sales Professional-to-Business Partner Opportunity
Gallant Communications
Harrisonburg, VA
Yearning for the opportunity to break out of the “same old same old” sales rut and use your Talents for the greater good, namely YOURS? To build a base of customers that could bring you the business partnership you’ve always dreamed of?
Full service advertising agency seeks an aggressive Sales Professional to acquire new business for explosive company growth. No need to have knowledge of advertising; we want sales experience and skills.
Successful candidate will become an equal partner in the firm in approximately 1 year AND majority owner of the firm in 8-10 years. To start, position is a generous commissions-only structure. First year income projected at not less than $40,000.
Only serious Sales Professionals need apply. Contact Jim Gallant at 540.289.6882 or info@gallantcommunications.com .
 | It is with great regret that I left Friendship in June 2007 due to my family leaving the Shenandoah Valley of Virginia area for greater opportunities . I hope to continue my career with an equally rewarding organization in the Hampton Roads area. |
Business Development / Marketing Communications
25+ years of business development experience managing relationships in sales, marketing, communications. Expertise and talents best accommodate long-term needs, promoting and building open-ended, business-to-business and business-to-consumer, win-win relationships.
Make people mad. "Trying to get everyone to like you is a sign of mediocrity. You'll avoid the tough decisions, you'll avoid confrotning the people who need to be confronted and you'll avoid offering differential rewards based on differential performance, because some people might get upset. Ironically, by procrastinating on the difficult choices, by trying not to get anyone mad and by treating everyone equally "nicely", regardless of their contributions, you'll simply ensure that the only people you'll wind up angering are the most creative and productive people in the organization."
Find and fix problems. "Many leaders build so many barriers to upward communication that the very idea of someone lower in the hierarchy looking up to the leader for help is ludicrous. Corporate culture often defines asking for help as weakness or failure, so people cover up their gaps, and the organization suffers accordingly."
Trust those in the field more than experts. "As companies get bigger, they often forget who 'brought them the the dance'. Policies that emanate from ivory towers often have an adverse impact on the people out in the field who are fighting the wars or bringing in the revenues."
Embrace change. "If it ain't broke, don't fix it" is a slogan of the complacent, the arrogant or the scared. It's an excuse for inaction. It's a mind-set that assumes (or hopes) that today's realities will continue tomorrow in a tidy, linear and predictable fashion. Pure fantasy."
Check your ego. "If people really followed organization charts, companies would collapse. In well-run organizations, titles are pretty meaningless. At best, they advertise some authority. But titles mean little in terms of real power, which is the capacity to influence and inspire. Have you ever noticed that people will personally commit to certain individuals who on paper possess little authority, but instead posssess pizzazz, drive, expertise and genuine caring for teammates and products?"
Encourage growth. "Effective leaders create a climate where people's worth is determined by their willingness to learn new skills and grab new responsibilities, thus perpetually reinventing their jobs. The most important question in performance evaluation is not 'How well did you perform your job since we last met?' but 'How much did you change it?'"
Promote positivity. "The ripple effect of a leader's enthusiasm and optimism is awesome. So is the impact of cynicism and pessimism. Leaders who whine and blame engender those same behaviors among their colleagues. I am not talking about stoically accepting organizational stupidity and performance with a 'What, me worry?' smile. I am talking about a gung-ho attitude that says 'We can change things here, we can achieve awesome goals, we can be the best.' Spare me the grim litany of the realist. Give me the unrealistic aspirations of the optimist any day."
From Selling Power, September 2005
For a PDF of this document, click HERE.
For a PDF of this document, click HERE.
What is Strategic Planning?
A Management Tool
A Way to Focus our Energy
Working towards same Vision
Who we are
What we do
Why we do it
A Way to Focus on the Future
Long Range Planning vs. Strategic Planning
Long Range
A plan for accomplishing a set of goals with the assumption that current knowledge of the future is reliable.
Strategic
Responsive to a dynamic, changing environment. May not always flow smoothly. A Creative Process. Will move forward and back many times before arriving at the final set of decisions.
STEP ONE: MISSION
Mission Analysis
Clarify why the organization exists, who we serve, what is required by those we serve and how those needs are met.
STEP TWO: VALUES
Value Analysis
Take a serious look at the real values that drive our ambitions and desires for the organization. How are these values communicated both internally and externally?
SAMPLE MISSION and VALUES STATEMENT:
Mission Statement
FriendshipIndustries, Inc.
develops and maintains employment and training opportunities for persons with disabilities in integrated work environments.
Values Statement
FriendshipIndustries, Inc.
believes in and values…
Accountability–
to our clients, to our customers, to our community and the global market, to ourselves and to our organization. Everyone takes responsibility for their position and their personal growth at Friendship and beyond. Everyone takes responsibility for the quality products and support services we provide.
Empowerment–
from within each individual and for the organization as a whole. We value self-sufficiency and educating ourselves as well as educating the community on contributions we make.
Innovation–
in our support services and allocation of resources, in our problem-solving capabilities, in our products and services and in future-thinking for our success.
Respect–
for everyone, especially recognizing and understanding individual abilities and challenges.
Shared Corporate Culture–
in all we do, we work cooperatively as a team to achieve excellence for our organizational purpose.
STEP THREE: VISION
Vision Analysis
In a perfect world, what does the organization look like five years from today? How would we best serve our stakeholders and customers?
What…..Not How!
STEP FOUR:
Key Customer Analysis
Major Customers or Customer Groups who are Direct Recipients of the organization’s Products and Services, and whose requirements must be satisfied to successfully accomplish The Mission.
Key Stakeholder Analysis
MajorIndividuals or Entities which have a significant, specific interest in the performance of the organization, and have the capacity to impact the direction of the organization. Stakeholders are usually NOT Direct Recipients of the Organization’s Products or Services.
STEP FIVE: SWOT Analysis or Environmental Scan
We step back and honestly take a look at ourselves, our internal environment and our organizational structure. What are our true Strengths and Weaknesses? How will these effect and influence Key Customers, Stakeholders and ultimately Key Result Areas.
Additionally, examine the external influences on our organization –Locally Regionally –Nationally –Globally. What are the Threats and Opportunities that present themselves and how do we address these as they relate to Key Customers, Stakeholders and Key Result Areas?
Helpful Hint:
When performing SWOT (Strength, Weakness, Opportunity, Threat) or Environmental Scan it helps to look at:
General, Economic, Political and Technological aspects of our environment.
STEP SIX: Key Result Areas (KRAs)
A Major Category of Key Customers/Stakeholders Requirements
These categories must prove to be CRITICAL for us to address to be successful in our Mission. When reviewing KRA’s, review how they align with Mission, Vision and Values. How do our SWOT results influence the KRA’s?
After analyzing the Key Result Areas and finding clarity on each, move on to choose:
STEP SEVEN: CRITICAL STRATEGIC ISSUES
What are the CRITICAL few issues that ABSOLUTELYMUST HAPPEN to move us forward to our Vision?
STEP EIGHT: Strategic Initiatives
The initiatives that will move us from our “Current State” to our “Future State”
STEP NINE: Goals and Objectives
Measurable activities to achieve the Strategic Initiatives that address our Critical Strategic Issues.
What is Strategic Management?
Attention paid to the “Big Picture”.
Willingness to adapt.
Formulation of Future Vision.
Development of a competitive strategy.
Creation of an organizational structure that will deploy resources as needed.
Special Thanks to Tom Hook, Friendship VP-Commercial Operations and Strategic Facilitator Extraordinaire
For a PDF of this document, click HERE.
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