The first step in any association or MLS strategic planning process is to develop a clear picture of the organizational identity of the group. This is not an easy process: just as when we first meet a new person in our lives, forming a clear image is a multi-step process.
The first step is in the initial impression. It’s superficial, of course, and based on appearance, speech, and mannerisms. Often these impressions are significant clues to a deeper understanding, but more often than not, we find ourselves misled in our first analysis: the quiet person is really a talker, the aloof and cold person sobs her way through the ending of a good book.
Often, strategic planning begins with a planning committee compiling an inventory of strengths and weaknesses of the organization. Like any first impression, such a list has value, but it should not be perceived as a thorough analysis: it is merely a snapshot of a moment in time, a set of initial clues about a real identity.
The second way organizations often attempt to assess their identity is by a survey of the membership. “Who do our members think we are?” is the question at hand, and associations and MLSs attempt the answer through a series of questions, which ask, “What do you think of our service?” and “what would you like for us to do for you?” The answer often arrived at is “why don’t members answer our questionnaire?”, “Clearly, they don’t KNOW what we do”, and “They don’t have any real suggestions for us.”
The typical conclusion? Member apathy. The usual answer? Better communication.
In reality, the question “Who do our customers (members, public, and other stakeholders) think we are” is only a small part of truly understanding your organizational identity, and the opinion poll or satisfaction survey is only one small, and often partially effective clue toward understanding your organization.
A second question is “Who do WE think we are?” The answer is found in the statements the organization makes through its mission statement, vision, goals, and policy formulations.
But the moment of revelation really comes with the third question, “Who are we, really?”
That’s where the work of Focus Forward really begins. We answer this question by taking an in depth look at the organization as revealed in its allocation of resources (budget, staff, programs) in relation to its stated mission and goals. Does the organization walk its talk? What is its operating business model? What is the competition for the organization? What is its advantage over its competitors? What are its Big Questions? Where has the organization positioned itself in relation to current industry trends?
The three organizational identity questions:
(1) Who do our customers think we are?
(2) Who do we think we are?
(3) Who are we, really?
These questions need answers before a real strategy is designed. Focus Forward helps leadership answer these questions through surveys, individual conversations with brokers, and focus groups. We examine your organizational statements, and we analyze your actions. We write a complete analysis and we take time to lead a discussion on our findings and answer your questions.
At the end of the strategic planning process your organization will have a business model that outlines who you are, what work you do, your operational structure, and your financial sustainability. Understanding your organizational structure is the first important step as you take a fresh look into your future.
Stay tuned for the next post in this series about strategic planning and how to survive the big shift taking place in the real estate industry.
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