Asia Pacific Region of the Global Church of the Nazarene Around The Region Enews "ATR News....Radcliffe Praise Report, Ferry Sinks in Philippines, Work & Witness Conferences." for Saturday, 13 September 2014|
In This Issue
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Creating
Communications
that
Connect!
Monitor
the web, Facebook, and Twitter for updates.
Twitter: @APNazRegion
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29-Aug-2014
Philippine National Advisory Board Meeting Pray
for the PNAB meetings to be held this weekend at APNTS. Pray for the
safe travel of those attending the meetings.
29-Aug-2014
Missionary Recovering Well:
Thank you for praying for Dr.
Mitch Modine who underwent surgery a week ago today. He is recovering well.
He has been seen around campus and we are all looking forward to having
him back "on duty." Mitch and his wife, Marnie, live in
Manila, Philippines where Mitch is a professor at Asia-Pacific Nazarene
Theological Seminary and Marnie works for the Asia-Pacific Regional
Office.
22-Aug-2014 House
Group Meeting in sensitive country: A dinner and a
showing of the film "God's Not Dead" took place today. Some of
those in attendance are not yet followers of Jesus. Pray that God's
Spirit will convict and draw the viewers to consider the claims of Christ.
Angie Ketchum serving in
Cambodia:
Please pray for
Angie as she continues to recover from her cancer treatment. LINK
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FIVE
STEPS TO THE FUTURE
~ Dr.
Stan Toler
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Knowing where to go is
sometimes the easiest part of being a leader. Encouraging others toward the
preferred future involves a leadership skill known as strategic planning.
Strategic planning is the
process of clarifying a direction for the future and formulating specific,
measurable actions that will move toward that vision. Here are four steps in
the process that will lead your organization from where it is now to where it
should be in five years.
Step 1: Vision
Casting
Before you can map the steps
to a preferred future, you must have a vision of what that future will be.
Generally, that vision comes to the leader, not to the organization as a
whole.
What is your vision for the
future? Where will you personally be in five years? Where will your
organization be?
Establish the vision for the
future, and then communicate it to others. Obtain buy-in from stakeholders
first, that is, from people with a vested interest in the organization. Get
them on board first, and then communicate your vision as widely as possible.
Step 2: Project
Planning
Creating a strategic plan is
a significant undertaking. It requires the participation of many people
within your organization, and possibly some outside consultants. Begin the
planning process by making a project plan. Determine the outcome that you
will achieve (at least one measurable, dated plan), the resources you will
need to achieve it, and the timetable that you will use.
Step 3: Assessment
The planning process begins
with a thorough assessment of your organization, your staff, your budgets,
your resources, and your environment.
What are the critical
challenges that your organization faces? How will those challenges change
over the next five years? What resources are available to you? What are the
trends in your revenue streams? What are the strengths and weaknesses of your
current staff members?
Step 4: Strategic
Planning
During this phase of
planning, your team will collate the information received from focus groups,
consultants, and other research. Together, you will draft a specific, measurable
plan that will be your roadmap to the future. Remember that each step of your
plan must have some objective measure of achievement and must be tied to a
deadline. Like the man said, a goal without a deadline is nothing but a wish.
Step 5: Implementation
Managing the changes that
will occur as a result of your strategic plan will be much more difficult
than creating the plan itself. The mission of your organization may shift.
Staff members may change their functions or be replaced. The culture of your
organization may change. All of these changes will require tact, skill, and
resolve from the leader.
Begin by gaining buy-in for
the plan from the same key leaders who owned the vision that underlies it.
Share pertinent details of the plan with the entire organization, and
motivate everyone to support the initiative. Most importantly, follow-up on
each step of the plan requires holding leaders accountable for their part in
implementing it. Provide coaching as necessary for those who are adopting new
roles or taking on significant new responsibilities.
When you have finished this
step, you will have more than a pert chart of set of objectives-you will have
taken the final step that will carry your organization from where it is now
to where you desire it to be.(Stan Toler)
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