How to Coach Yourself and Others Empowering Coaching And Crisis Interventions | Page 30

This book is in B&W, not color - Print page in Grayscale for Correct view! Practical collaboration building 'It's amazing how much can be done when it doesn't matter who gets the credit'. (attributed to George C. Marshal) This page contains principles that when put into practice will produce results. Start with a unifying purpose: The purpose may need to be broad enough to bring in enough people with energy, imagination, commitment, resources, and creativity, to generate success. (For example, a community council interested in family and children issues or a business opening a new market.) Sometimes the purpose may also be very specific and narrow when the energy, imagination, commitment, and creativity, are sufficient. Start with two or three or a small group of people who have passion for the purpose. (For example, drug prevention.) This apparent conflict between broad and specific or narrow collaborations can sometimes be resolved by creating an umbrella committee with a more broad purpose and mission and subcommittees with more narrow and specific missions and purposes. (For example, a community council supporting family and children issues and a subcommittee dealing specifically with drug prevention or a committee working on absentee issues and a subcommittee dealing specific with drug prevention and/or treatment or even a business trying to recreate itself with a number of subcommittees.) Start with the End in Mind: Create, maintain, and update, simple and practical Mission and Vision statements. Create short and concise Mission and Vision Statements, and possibly a strategic plan. Be willing to update and change as the need arises. Keep the Mission and Vision statements in full view of all of the participants at every meeting. Some organizations place their mission and vision statement at the top of each agenda. Stick with it........however, If it doesn't fit any more, change it. Do it by consensus (unless a specific and different level of authority has been clearly communicated. Sometimes it can be helpful to create by-laws. Be careful that you do not get caught in the minutia and loose track of the prize (goal). Consider creating and displaying a value statement. Set goals and objectives. Goals are where you want to go. Objectives are how you are going to get there. Goals should be measurable and observable. They should have specific achievable steps (objectives) with built in accountability for accomplishment. Goals should be built upon a consensus and can develop and adapt as the process matures. Some goals should be met quickly and easily, others should stretch you and the organization. Celebrate and advertise success. Emphasize both process and product. Document baselines to which you can compare. Evaluate how your results compare with the results of others working on similar goals. Be willing to learn from the success of others. Always strive for improvement, evaluate, solicit feedback, and adjust your course as needed. For [email protected] Property of Bookemon, do NOT distribute 30