SWIM Leadership Case Study FMC Consultants Brandon Siu, Fiona Yeung, Yeung, Albert Lee, Connie Lam, and an d Anchita Kaushi
Table of Contents Exec Ex ecut utiv ive e Summ Summar ary y 1 Problems 1 Weather ! Lac o" #eadlines
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Lac o" Communication
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Lac Lac o" Bac Bacup up %la %lans ns & 'o Final Authority
Leaders
5
)*erall
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achel
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Lea .arini .arini
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0anet
1
Merrill
2
Possible Solutions Final De Decision
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0usti3cation
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Cons Conse4 e4ue uenc nce es !! Lead Leader ersh ship ip Sty Style les s and and Char Charac acte teri rist stic ics s %redicted )utcome
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Impl Implem emen enta tati tion on %lan %lan !&
Contingency Plan Conclusion Ex"ibits
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Executive Summary achel, Lea and .arini, the three co5presidents o" the SWIM club, began planning the &rd annual con"erence 6ith the help o" their directors directors 0anet and Merrill7 Merrill7 But they soon disco*er that there is a sno6storm approaching the area and this creates a huge problem "or the three co5presidents7 Speaers Speaers "rom around the globe initially agreed to attend but due to the 6eather, speaers had to ad8ust their 9ight times7 Consumers 6ho purchased pu rchased ticets ticets began been re4uesting that the three leaders postpone the con"erence or re"und the ticets, but the leadership team did not reply to their 4ueries7 :n"ortunately, postponing the con"erence 6as not an option and i" 6orse comes to 6orse; they may ha*e to cancel the entire e*ent, there"ore leading to a net loss7
Problems #eat"er •
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%ossibility %ossibility o" being sno6ed s no6ed in due to incoming storm, 6hich leads to possibly canceling the e*ent e"unding ticets ticets because o" possible cancellation due to 6eather problems, 6hich 6ould anger customers %ossibility %ossibility o" *enue closure "or day o" con"erence due to sno6 storm
Solution • •
Weather 6as one o" the greatest contributors to the list o" problem p roblems s "or the SWIM leadership team as a sno6storm 6as approaching Boston during the time o" the con"erence7
Lac$ of Deadlines • •
'o speci3c dates and milestones set Caused last minute decisions to be made such as impending decision "or closing to be made on .hursday
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Committees created created later than necessary; earlier creation 6ould ha*e increased e>ciency and pro*ided leadership team 6ith larger team to 6or 6ith Lac o" urgency bet6een team members regarding regarding completion o" tass, resulted in 6asted time Lac o" "ocus on completing tass as con"erence 6as not the top priority o" leadership team because they had internships during the summer Laced discipline about deadlines, communication, and time management 'o deadlines "or "ormal contracts to be signed by *endors, 6hich could easily lead to last minute cancellations ?@= ho6 MI. baced out o" sponsoring alumnae brea"ast 6hich could lead to loss o" *endors 'o deadlines "or "ormal contracts 6ith corporate sponsors, led to uncertainty 6hen representati*es representati*es noti3ed leadership team o" their inability to attend con"erence
Solution •
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Set deadlines and milestones, and i" they are not met, then entire team helps out et "ormal contracts signed 6ith reimbursements reimbursements "or incon*eniencing them i" they cancel their in*ol*ement last minute Solution sign "ormal contracts regarding conditions "or sponsorship and procedure and repercussions o" cancelling sponsorship
#uring the summer, the co5presidents and directors 6ere not able to contact each other due to diDerent time Eones, 6hich caused delays to their decision maing process7 .hus, many last minute decisions 6ere made7 .he team also laced inspiration and moti*ation 6hich led to contrasting priorities7 With these contrasting priorities, they 6asted time 6ith no "ormal contracts or dates being set "or the consumers7 .his caused "urther con"usion regarding regarding their internal and e=ternal e=ternal communication7
Lac$ of Communication • • •
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Lac o" communication 6ith attendees Lac o" communication bet6een team members Lac o" discussion regarding Merrills Merrills continued in*ol*ement and the co5presidents le"t Merrill Merrill and 0anet to discuss among themsel*es regarding regarding their positions and le*el o" in*ol*ement Failure to communicate, such as during the summer 6hen they 6ere in diDerent time Eones, 6hich made communication and chec5ins di>cult7 .hey also did not respond 4uicly to email7
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#id not eDecti*ely communicate about taing on another a nother director to replace Merrill, Merrill, lea*ing hea*y burden on 0anet #idnt understand Gser*ice abo*e sel"H as there 6as no trust and con3dence bet6een team members and consumers opinions 6ere opinions #id not tae past organiEers ad*ice into consideration "or planning process .hey 6ere not "ully in*ested as they too summer summer internships 6hen 6hen they could ha*e been planning, did not support their team or mentor and coach them along the 6ay, didnt sho6 that they cared "or their team esulting esulting in the "ailure o" the e*ent Could not adapt their methods to situation at hand as they 6ere more "ocused on dictating tass and being the boss than collaborating 6ith their team, and 6ere not 9e=ible 6ith their leadership styles #id not pay attention to the consumer as they did not respond to emails "rom consumers, "ocus on the consumer e=perience, or incorporate consumers into their planning initiati*es #id not create a corporate culture because they did not pinpoint their talents, 6hich could ha*e been used to better the con"erence and as attitudes are contagious7 .heir attitudes 6ere lacing "ocus, 6hich allo6ed their culture to e*ol*e by de"ault by not listening to past years organiEers suggestions
Solution • •
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Sel"5absorption Sel"5absorption 6as the main "actor "a ctor that caused disruption 6ith communication 6ithin the leadership team7 .o illustrate this, many o" the team members ignored consumers emails, thereby sho6casing sel"5*alue sel"5*alue o*er consumer needs7 .his also caused many mistaes 6ithin their roles roles as there 6as a lac o" inno*ation "rom team members7 Instead o" using the participati*e leadership style, they dictated their o6n roles and attempted to
lead their o6n pro8ects7 Within this con"usion, many decisions 6ere made 6ithout the opinions and appro*als o" team members7
Lac$ of %ac$u& Plans •
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'o bacup plan, mae a bacup plan be"orehand 6ith possible other *enues to s6itch to Lac o" speaers led to setbac and "rantic searches "or speaers #id not consider that past sponsors 6ould not be interested interested and only created bacup list a"ter uncertainty "rom pre*ious sponsors #id not account "or " or possible cancellation o" sponsors resulting "rom inability to attend e*ent and 6eather problems #id not consider that portion o" catering is non5re"undable, 6hich leads to losing money, i" e*ent is cancelled
Solutions Create contracts "or speaers, 6hich they need completed and returned returned by a certain date to 3naliEe their speaer list, that also clearly state e=treme e=treme possibilities such as e*ent cancellations Boo entire *enue in ad*ance and do not ris ha*ing non5con"erence people utiliEing other rooms on day o" con"erence •
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With the challenges piling up, the team did not put any thought into bacup plan in case o" drastic emergencies7 emergencies7 .he team later "ound that a uni*ersity classroom 6ithin the con"erence "acility 6as booed booed "or a class on the day o" the con"erence7 Also, though they partnered 6ith *arious *endors, no "ormal contracts 6ere made7 .his could easily result in a sudden cancellation that 6ould cause "urther problems7 .his problem 6ould ha*e been a*oided i" the team could collecti*ely produce inno*ati*e ideas to counteract these challenges, rather than being narro6 minded about the situation7
'o Final (ut"ority •
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'o single authority "or ey decision maing 6hich led to tension and trust issues bet6een team members 'o *ision and though they created a theme "or the con"erence, they had no set *ision or "ocus "or the con"erence and 6ere unsure about their roles #id not sho6 bacbone; 6ere not courageous about their decisions as they did not collaborate 6ith team members, "ailures dampened their spirits, and they 6ere unsure i" they 6ere doing the right thing
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Lac o" per"ormance as they 6ere unpro*en leaders and had no credibility Main "ocus o" leadership team during summer and 6inter breas 6ere not the con"erence G)ut o" sight, out o" mindH, mareting problems that resulted "rom no 3nal authority maing decisions about con"erence details All members 6ere "ocused on a*oiding con9ict 6ith each other o*er authority "or 3nal decisions Failed to lead themsel*es as they did not set deadlines "or themsel*es, did not communicate 6ith their team, did not share the 6orload e*enly, and 6ere con"used regarding each others roles 'o inno*ation; death by com"ort Eone; "ollo6ed last years con"erence and 6ere satis3ed 6ith the status 4uo7 .hey didnt add any ne6 ideas or inno*ation into the con"erence, did not lead change, 6ere static
Solutions )ne leader "or ey decision maing and team bonding e*ents to point e*eryone in the same direction et someone 6ith a *ision "or the e*ent to be the leader Commitment contracts "or team members that emphasiEe "ull commitment during breas to 3naliEe con"erence details Should address con9icts and attempt to 3= them •
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As been mentioned be"ore, the leadership team 6as in"ormed about ha*ing an authority to mae all 3nal decisions "or the con"erence7 Although this re4uest 6as ignored, the team chose to lead themsel*es, 6hich lead to the contrasting aims o" the team members7 .he team had no *ision and laced inspiration and spirit7 .his lead them to them constantly reconsidering reconsidering their decisions and led to them a*oiding the con9ict altogether7 altogether7
Leaders )verall
Leadership 6as an important process in the creation o" the SWIMs third annual con"erence7 ciency and resulted in many e*ent planning problems7 .he co5presidents co5 presidents based their goals almost identically on $!$s con"erence instead o" de*eloping ideas "or a more success"ul and creati*e e*ent7 .hey could ha*e
a*oided this i" the co5presidents co 5presidents acted as *isionaries to6ards their con"erence team and pro*ided them 6ith a clear direction "or the e*ent7
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Jisionaryauthoritati*e Jisionaryauthoritati*e so that employees ha*e a *ision and clear direction "or their tass and are moti*ated to per"orm tass7 Where leader articulate 6here theyre theyre going, but not ho6 theyre going to get there G.he manager maintains; the leader de*elops7H, the co5presidents co5 presidents "ocused on maintaining the e*ent "rom " rom last year, rather than inno*ating and de*eloping it
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#id not loo ahead or prioritiEe
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Micromanaged the directors and their indi*idual teams
*ac"el
achel 6as the chie" 3nancial o>cer 6ho needed to 3nd ade4uate "unding "rom sponsors "or the e*ent7 In order to achie*e the goal set out, she assembled a team o" 3rst year MBA students 6ho contacted companies "or sponsorship7 achels leadership style "ell under three categories 6hich are coaching, a>liati*e, and democratic 6hich are described belo67 belo67
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CF)
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Sponsorship
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#ra"ting promotional material material "or potential sponsors 6ith summary o" $!$ con"erence, $!& *ision, in"ormation on sponsorship bene3ts
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eaching eaching out to past sponsors "or " or possible sponsorship again Managed 3rst year student committee to help brainstorm list o" ne6 sponsor organiEations, reach out to net6or o" contacts Leadership style used o
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Coaching ?taught 3rst year committee 6hich helped in getting sponsors A>liati*e ?6oring 6ith other members, gi*ing them a tas and letting them do 6or on their o6n based on their strengths #emocratic ?ased 3rst year MBA students on their thoughts on obtaining sponsors
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What she did 6ell Ased "or input "rom 3rst year MBA students
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Why achel 6as a bad leader o
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G#eath by com"ort EoneH She "ocused on sur*i*al rather than gro6th "or e*ent #id not en*ision past the last years accomplishments, 6hich resulted in being behind in their schedule to 3nd ne6 sponsors G.he manager has his or her eye al6ays on the bottom line; the leaders eye is on the horiEon7H she al6ays "ocused on maing sure they 6erent in the negati*e rather than "ocusing on their o*erall goals #id not communicate enough 6ith her team and sponsors resulting in slo6 progress and minimally meeting the "undraising goal at the end #id not create a Gcorporate cultureH in 6hich she and the 3rst year students had to meet certain goals on a speci3c date
Leadership style achel should ha*e used
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JisionaryAuthoritati*e JisionaryAuthoritati*e ?Would ?Would ha*e been able to see a *ision o" success that 6ould ha*e helped guide the sponsorship team to reach higher goals
Leadership style achel should use no6 no6 o
JisionaryAuthoritati*e JisionaryAuthoritati*e ?In current situations o" 6hether to continue the e*ent or not, it is best to set out goals and tass 6hen the decision has been made so each person has a direct goal to accomplish
Lea
Lea 6as the chie" operating o>cer 6ho 6as responsible "or arranging *endors at the SWIM con"erence7 She accomplished her ob8ecti*es by arranging a team that searched "or *endor management7 liati*e leadership types 6hich are described belo67 belo67 Lie her co5presidents, un"ortunately, she "aced many problems that came to occur because o" the decisions she made as a leader7 leader7 She should ha*e "a*ored a more authoritati*e leadership 6ith due dates s o her team could ha*e a clear and "ocused *ision on ho6 to arrange the e*ent7
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C))
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)perations
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)*erseeing team that o*erloos *endor management ?catering, "acilities, custodial ser*ices, security, "urniture "urniture rental, audio5*isual audio 5*isual needs, lightning, *ideography, day5o" logistics management, preparation "or JI% dinner Building ne6 relationships 6ith *endors and planning the budget due to change in JI% dinner location "rom $!$ Ad8usting preparations "or classroom booed in same building
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Contacting MI. Sloan administration regarding hosting alumnae brea"ast
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Soliciting in5ind donations "rom local stores
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What she did 6ell Created a team to help in *endor management
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Leadership style used o
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#emocratic ?Arranged a team that decided 6hat to arrange at the e*ent as a group Coaching ?.aught ?.aught operations team and a nd helped together to 3nd *endors A>liati*e ?In*ited those 6ho helped setting up e*ent 6ere in*ited to the JI% dinner
Why Lea 6as a bad leader6hat she did 6rong o
Laced "ocus and had problems prioritiEing
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?no "ormal contracts, only got 6ord consents 6hich could6ere broen broen at last minute arrangeme a rrangements nts .he e*ent regarding regarding committed committed *endors should ha*e been dealt 6ith be"ore arrangements 6ith JI% dinner and Alumnae brea"ast7 ?get the basics do6n be"ore adding onto it7
She did not ha*e a *ision o" ho6 the e*ent 6ould loo in the end so could not lead sel" or others 6ell #id not communicate 6ell 6ith co5presidents, her team, and the *endors7
Leadership style Lea should ha*e used o
Authoritati*eJisionary Authoritati*eJisionary ?Would ?Would ha*e been more clear on ho6 the e*ent 6ould occur and bacup plans could ha*e been made i" they 6ere ahead o" their schedules, instead o" cramming
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%ace Setting ?Would ?Would ha*e lessened the rush in the end to arrange *endors i" she set due dates
Leadership style Lea should use no6 no6 o
Authoritati*eJisionary Authoritati*eJisionary ?)ne o" the best 6ays to get the e*ent?"ull day or hal" day to be as success"ul as possible is to gi*e the team a clear direction o" 6hat should be happening on the day o" the e*ent and ho6 they can achie*e this goal7
Tarini
.arini .arini 6as the chie" mareting mareting o>cer 6ho 6as responsible responsible "or selling ticets ticets and spreading s preading the 6ord o" the SWIM con"erence7 She achie*ed her goals by reaching out to social media and many other sources that 6ould be interested in the SWIM con"erence7 cult and .arini 6as too emotional7 .o .o resol*e her her leadership problem, problem, she should ha*e created created her o6n *ision o" ho6 the e*ent 6ould turn out and mareted it this 6ay 6ith her team7
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CM)
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Mareting ?including ticet sales
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Increasing past years mareting campaign to include social media, outreach to other schools, mailing lists targeting pro"essionals e*amping e*amping promotional material 6hene*er ne6 speaer 6as added eleased eleased additional ticets be"ore the e*ent due to possible lo6 attendance resulting "rom 6eather issues What she did 6ell
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Allo6ed emotions to come up, 6hich may ha*e caused tensions in entire team ?@=ample GI dont e*en no6 6hy the current current attendees are buying ticets7 ight no6, Im 8ust selling air7H air7H ?@=ample Gthe "ear o" a hal"5empty e*ent continued to gro6H
Leadership style .arini should ha*e used o
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Coaching ?Wored ?Wored 6ith a team and guided team to sellmaret ticets
Why .arini 6as a bad leader o
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Able to lead a team to maret 6ithout a complete list o" speaers7
Leadership style used o
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Was able to lead her team to launch an aggressi*e social media campaign to many people in #ecember7
JisionaryAuthoritati*e JisionaryAuthoritati*e ?By ha*ing a *ision, spreading the *ision 6ith the mareting team can attract more people to come, 6hich 6ould ease the stress o" not being able to sell e*ery ticet
Leadership style .arini should use no6 o
JisionaryAuthoritati*e
.arini .arini should present a *ision *ision o" 6hat she 6ould lie lie to see the mareting team do i" the e*ent 6ere to go on or not7 %ro*ide %ro*ide a clear 6ay on ho6 to contact people 6ho 6ould be attending the e*ent i" cancelled or not cancelled7
+anet
0anet 6as responsible "or 3nding 3nding speaers "or the e*ent e*ent alongside Merrill7 Merrill7 .he style o" leadership 0anet mainly mainly utiliEed 6as a>liati*e a>liati*e and pacesetting7
:n"ortunately, she did not constantly communicate 6ith Merrill7 She 6as a leader 6ho could not lead hersel"7 hersel"7 In order to be able to accomplish her goals, she should ha*e acted as an authoritati*e a uthoritati*e and coaching leader because the panels needed a *ision and they needed to no6 ho6 to get speaers success"ully7 #uring the decision maing process o" 6hether the e*ent should happen or not, it 6as essential that she became a *isionary so that the teams could e>ciently arrange plans in a "ocused manner7 manner7
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)*ersee content o" con"erence
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Select theme and speaers
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Masters o" ceremonies "or e*ent
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ecruiting ecruiting eynotes and panelists
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Coordinating panel teams "or panelist recruitment
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What she did 6ell Managed to arrange eynote speaers speaers 6ith a team
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Leadership style used o
A>liati*e
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%acesetting
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.ried .ried to eep eep a positi*e atmosphere atmosphere e*en 6hen Merrill Merrill le"t to eep the panel teams 6oring at their best7
Created due dates that 6ere supposed to be met7
Why 0anet 6as a bad leader o
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0anet and Merrill "ell "ell behind in the summer on getting getting eynote speaers so the panel teams had no e=ample to "ollo67 By using a>liation, may not increase the per"ormance per"ormance o" her team7
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'o communication bet6een 0anet and Merrill at many points ?6ored practically indi*idually to 3nd speaers speaers Looed ahead to achie*e sub5ob8ecti*es but did not prioritiEe ?resulted in "alling behind
Leadership style 0anet should ha*e used o
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#id not create a bacup plan i" one o" the eynote speaers speaers cancelled7 ?6ould reduce the amount o" stress and scrambling
Authoritati*eJisionary Authoritati*eJisionary ?Create a *ision o" the speaers "or the e*ent in reasonable time "rames that can actually be met 6ith their teams together Coaching ?.he panels 6ere ha*ing troubles 3nding 6ith speaers so 0anet should no6 ho6 to get speaer s peaers s and teach ho6 to the panel teams
Leadership style 0anet should use no6 o
Authoritati*eJisionary Authoritati*eJisionary ?By setting a clear ob8ecti*e "or the team, the team can arrange speaers to the e*ent e>ciently
,errill
Merrill 6as responsible o" getting speaers "or the e*ent 6ith 0anet7
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)*ersee content o" con"erence
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Select theme and speaers
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Masters o" ceremonies "or e*ent
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ecruiting ecruiting eynotes and panelists
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What she did 6ell o
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%artnered %artnered 6ith 0anet in organiEing speaers 8ust be"ore e*ent 6ill tae place7
Leadership style used o
A>liati*e
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Why Merrill 6as a bad leader o
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Wored 6ith 0anet and committee to get sponsors7
.oo .oo lea*e in the middle o" preparations preparations "or the e*ent but still 6anted to be a co5president a"ar7 a"ar7 Was not accountable "or her 6or ?too lea*e and ga*e 6orload to 0anet #id not communicate 6ith her partner, 0anet, in 3nding eynote speaers
Leadership style Merrill Merrill should ha*e used and should use no6 no6 o
Authoritati*eJisionary Authoritati*eJisionary ?Should ha*e gi*en a *ision to the panels 6hen too lea*e and 8ust be"ore the e*ent, should help organiEe and set a "ocus "or the committee to do 6hen decision is made
Possible Solutions
Cancel t"e event before -P, Pros •
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Would Would lose only & because that is the deposit "or the catering ser*ices 'o sa"ety haEards "or attendees as e*ent is cancelled and sno6storm 6ill not aDect health #o not ha*e to pay "or setup uarantee o" a*oiding the sno6storm
Cons • • • • •
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'o chance to reschedule e*ent Would ha*e to re"und ticets :nsure 6hat part o" !& "or catering ser*ices is re"undable Would Would lose sponsors as e*ent 6ill not tae place Will aDect their plans a"ter a "ter graduation as their success"ailure success"ailure 6ill aDect decisions o" recruiters recruiters uins MI. Sloans reputation 6ith e*ents, sponsors, *endors, and consumers Will lose credibility 6ithin MI. Sloan
#ait Till T"ursday nig"t Pros • •
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Would ha*e clearer in"o regarding their plans %ossibility %ossibility o" "ull day da y con"erence taing place i" MI. is stays s tays open on Friday
Cons • •
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Would Would need to 3nd accommodation "or speaer s peaers s
Final Decision .alf Day Conference •
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i*e $+ o" ticet price bac to attendees because they are not getting the "ull *alue o" their ticet, but are still pro*ided 6ith hal" day e*ent and catered "ood Mail out the ticet re"unds, as email recipients "or mailing addresses Food ser*ed during registration 6hich 6ill be & minutes as schedule is being ad8usted Catering o a*e & as deposit and "or hal" day solution SWIM 6ould be paying mostly "or the ser*ice %ay entire amount "or perishables o o %ay hal" the cost o" labor "or "o r hal" day con"erence as e*ent is running "or hal" the time than originally planned
+usti/cation +usti/cation •
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Follo6s theme o" their con"erence 6hich is G#are to Fail .aing iss When It Matters MostH because they are a re ha*ing the e*ent 6hen a sno6storm may occur .hey are thining o" their their consumers 3rst as consumers consumers 6ould get to lea*e be"ore sno6storm hits and 6hile getting some o" their moneys 6orth Best managers are consistent 6ith their beha*ior because people lie predictability predictability and they emailed attendees on Wednesday night stating GWe are *ery e=cited to 6elcome you and our "abulous speaers to MI. on Friday morning morning sno6 or shine7H GSho6 come bacboneH because they are maing a tough decision and should brea "rom the norm 6hile eeping to their core *alues o" taing riss 6hen it matters most )ther decisions 6ill ha*e larger repercussions repercussions "or sponsors as 6ell as a bigger signi3cance o" "ailure "or our leadership team
Conseuences
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Some sa"ety haEards may occur due to 6eather problems, e=ample e=ample attendee "alls on ice and "ractures body parts Would Would need to 3nd accommodation "or speaers as 9ying out a"ter sno6storm hits 6ould not be possible .arnishes .arnishes their reputation reputation because they are are cutting do6n their con"erence due to 6eather problems
Leaders"i& Styles and C"aracteristics C"aracteristics *ac"el •
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#irecti*e 6hen #ealing sponsors and in"orming them about changes because o de*iations "rom % statement and set in"o are risy as they could damage SWIMs reputation 6ith sponsors %acesetting %acesetting and a>liati*e 6hen #ealing 6ith committee members because they are a re e=perts as o they ha*e completed their BBA and are highly moti*ated because other6ise they 6ouldnt be on the committee Committee members members do not need a lot o" direction because they o ha*e been helping her throughout the process
Lea •
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A>liati*e and pacesetting 6hen o #ealing 6ith day o" logistical management because main ob8ecti*e is accomplishing the tas 6ith high standard o" e=cellence Where shes managing people 6ho could help her 6ith better o solutions than the logistical ad8ustments she made #irecti*e 6hen #iscussing 6ith caterers regarding regarding changes to hal" day o con"erence plan because de*iations are risy and could damage relationships Bringing up ideas regarding paying "or hal" day labor, rather than o "ull day because both parties ha*e to be on the same page and ha*e mutual agreement regarding regarding changes
Tarini
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Jisionary 6hen o .rying .rying to get *oice and *ision *ision o" company across to consumers consumers and potential in*estors "or "ollo6ing years because it sho6s them a clear direction "or the upcoming years and because the con"erence needs a ne6 direction direction regarding their 6or habits #irecti*e 6hen #ealing 6ith % regarding in"orming consumers regarding o changes to con"erence because de*iations are risy and could damage their reputation
)verall •
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GBest leaders are consistent 6ith their beha*iorH, maintain consistence 6ith pre*ious messages sent to attendees regarding regarding e*ent happening Gsno6 or shineH Jisionary because the con"erence needs a *ision "or ad8usted plans because they need to moti*ate their teams 6hile aligning their organiEation around a clear *ision Geal Geal leaders are accountableH, they need to accept responsibility "or "ailures resulting "rom their decisions and be accountable to their people GSho6 some bacboneH, they need to be courageous and brea "rom the norm, 6hile cutting their losses, and maing the tough decisions7 .heir actions 6ould need to remain remain true to the core core *alues and theme o" the con"erence A>liati*e and pacesetting because it creates harmony and strengthens communication bet6een team members and sets high standards "or team and 6ors to6ards them
Predicted )utcome • •
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Sno6storm hits at !$%M et satis"actory re*ie6s "rom con"erence attendees and sponsors regarding regarding e*ent planning and implementation Some attendees may be upset regarding hal" day con"erence because they are not recei*ing their "ull moneys 6orth and e*ent is not being rescheduled Caterers agree 6ith decisions as their employees 6ill also be 3nished 6or early and 6ill a*oid sno6storm and there"ore 6ill create strong bonds "or "uture con"erences and e*ents
m&lementation m&lementation Plan
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e"er to Ex"ibit 1 to implement ne6 altered schedule "or hal" day con"erence Contact sponsors regarding changes to plan and e=plain situation at hand to increase their understanding o" decision process Contact caterers to discuss 3nancial changes resulting "rom hal" day con"erence Contact attendees *ia email on .hursday night in"orming them o" changes to hal" day con"erence in case o" sno6storm cient manner to increase 9o6 o" consumers coming in Contact speaers regarding changes to hal" day con"erence and e=plain situation 6hile e=plaining changes to their presentation time In"orm MI. about decision to hold hal" day con"erence and discuss repercussions repercussions 6ith them regarding regarding 3nancials, possibility p ossibility o" MI. closure, and damage to credibility credibility
Contingency Plan
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In conclusion, i" the SWIM MI. leadership team implements our solution, they 6ill be "ollo6ing the theme o" their con"erence G#are to Fail .aing .aing iss When It Matters MostH7 .hey .hey 6ill also be considerate o" their their consumers by pro*iding them 6ith a shortened e*ent that allo6s time "or transportation be"ore the storm is e=pected to arri*e7 .heir beha*ior 6ill be consistent 6ith their pre*ious messages and sho6 their courage through maing a tough decision regarding regarding taing riss 6hen it matters most7 .heir relationships 6ith their *endors, sponsors, MI. staD, and speaers 6ill also be strengthened as they are not pulling out last minute and incurring e=tra costs7 .hrough the hal" day con"erence, the SWIM MI. leadership team 6ill be sho6casing their leadership sills, critical thining, and dedication to their e*ent and consumers7
Ex"ibits Ex"ibit 12 Edited (genda For .alf3Day Conference /(AM 5 /+AM
egistration egistration )pens
/+AM 5 1$AM
Introduction by MI. Sloan #ean Schmittlein Fireside C"at2 Maria Cirino ?7(- Jentures
1$AM 5 2AM
S&otlig"t2 Leaders"i& and 4ender2 Does it ,atter 'ancie FernandeE ?#eloitte, 0ulia
2AM 5 2&AM
Simultaneous Case Studies
2&AM 5 !AM
'et6oring %runc"
!AM 5 !&AM
Fireside C"at2 Sandie )Connor ? 0% Morgan Chase Moderated by Shari Losseberg ? MI. Sloan
!&AM 5 !!!AM
S&otlig"t2 T"e F3#ord2 Alison erlach, Catharina La*ers Mallet ?King7com, and 0ulie Sygiel ?#ear Kate, Moderated by Christina Chase ?MI. Sloan
!!!AM 5 !!(AM
Closing 6eynote S&ea$er Maura )'eill ?:SAI#
