September 1999

Implementing the Vision

You've all heard the homily – it's not enough to just build a better mousetrap… it takes packaging, marketing, sales and continuous market testing to achieve and maintain real success. In the WSBA 1998-1999 year, the Bar leaders built, from member input, trend analysis and consideration of our mission to promote justice, a vision — a shared dream for the "raised" Bar of the future. In the August issue of Bar News, you read about what you, our members, told us. Now the strategic goals have been articulated and described. Statements describing how the WSBA will look when we achieve these goals have been developed and are on our website (www.wsba.org). You can find the 11 strategic goals on page 58 of this issue of Bar News.

These steps are a beginning — a launch, but what now? The movie "Field of Dreams" brought the slogan, now fully colloquialized: "If you build it, they will come." In WSBA parlance, this translates to: "We will build the dream – will members join us?"

The dream is a Bar that members find relevant, that takes its regulatory function seriously as a member and public service, that champions the good that lawyers do, that works for universal access to representation, and that advocates independence of the judicial branch. It's where members turn for questions, help or collegiality. It shepherds new lawyers into the profession and advocates for the best the profession can be. It watches out for members' interests. Even members with little interest in the organized Bar are offered something for the license fees they pay.

From the dream and the core values that make it real, the Board of Governors has developed 11 goal statements to guide the coming years. Without an implementation plan, though, the grand WSBA plan for a "raised" Bar is at risk for languishing on a shelf.

I have experience with implementing change, mobilizing energy to action, leading, confronting challenges and achieving success. To borrow some of the relevant and true clichés, "the song must get sung" (over and over and over), "the talk must be walked" (by many), and "change is not for the short-winded." All these clichés are true, and more. Moving the WSBA toward its vision will take significant focus and effort. What we need to do is:

1. Use a Symbol

To give the new vision a symbol we've updated our WSBA logo. This symbolizes that we're an enhanced, service-oriented and more vital Bar. We hope everyone will associate this new symbol with the "raised" Bar.

2. Promote the Plan

To keep the vision in front of the Board, staff, Bar leaders and members, we will post it, advertise it, report on it, talk about it, and tie initiatives and actions to it. We want everyone to hold the vision of where we are heading and participate in forming the "field of dreams."

3. Establish Accountability

Another essential implementation action is accountability to the plan. We will support Bar leaders and staff who demonstrate commitment to this enhanced Bar, review programs and functions in light of the new goals, and reward with thanks and acknowledgment those who help us reach our goals. We will constantly ask ourselves how we are doing on our goals.

4. Use Discipline

The practice of law is a disciplined practice. We must apply the same self-control, deliberateness and advocacy to the Long-Range Strategic Plan that we would apply to a client's interests. The direction of the plan and the outcomes to which it commits need to be honored and respected over "programs du jour" or distracting ephemera. Sometimes actually trimming and thinning (like in agriculture) non-strategic programs is good for the overall health of the harvest. It's the plan that needs our full support, and we will need to say no to idiosyncratic wishes.

5. Develop an Implementation Plan

A plan needs concrete strategies and objectives. Each of the 11 goals needs to be broken down into definitive steps, with assigned volunteers and staff resources allocated and timelines set. This implementation plan becomes the basis for budgeting, reporting and accountability. Without an implementation plan, we'll never be sure we're reaching our goals. Starting with the input from the information-gathering exercise, and adding staff input, the Board will develop a detailed implementation plan this month.

6. Live It

We must all understand that the 1999 Long-Range Strategic Plan is not simply goal statements and new programs. It is really a new way of life for the WSBA. It's a beacon around which to orient our energy, and it is a commitment to continue listening. The Plan is dynamic; we will keep it in front of us every step of the way, modifying and updating it as we go.

7. Budget to It

Any one long-range plan has little chance of survival without it being built into an annual process that includes budgeting, staffing and resource allocations. The planning and updating process must be respected by each board and officer over the coming years.

8. Institutionalize Planning

To keep our focus and to assure continuity, the planning process must relate to the core of how the WSBA operates. A designated group needs to "own" it and watch out for it. There has to be a systematic system for passing the baton, board to board. We must adopt a formal mechanism for reporting on progress or suggesting updates or modifications. A long-range plan is not complete without these institutional mechanisms.

We have 11 goal statements and have defined the outcome that describes our idea of the Bar we want. As we break each goal down into action steps and assign these steps to volunteer bars, sections, committees and staff, we commit to regular reporting and ongoing planning. These 11 goals and our progress on them will be kept in front of us, through my column and a page on the WSBA website dedicated to the Long-Range Plan. Please stay in touch with these plans for your Bar. 

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