The 2014 Calendar! Please mark your calendars for these must-attend events!
WICA is offering Annual Sponsorships for 2014 and sponsorship packages start as low as $1,125. The three levels of sponsorship offer different combinations of golf and convention sponsorships for 2014. The Silver Level costs $1,125 and includes two golf hole sponsorships and one $500 convention sponsorship. The Golf Level includes three golf hole sponsorships, one $300 convention sponsorship and one $500 convention sponsorship and costs $1,600. Finally, the Platinum Level costs $2,300 and includes four golf hole sponsorships, one $300 convention sponsorship and two $500 convention sponsorships. Beyond all of the benefits of being an event sponsor, WICA Annual Sponsors will have their logo printed on the Annual Sponsor Banner displayed at all events, their logo on the website homepage, and their company name in every event book as an Annual Sponsor. The registration deadline to become an Annual Sponsor is January 13, 2014 and registration can be completed online by clicking here or can be completed by filling out the paper registration form. Please contact Sarah Hill with any questions about the program._READ_MORE
The 2014 Southern California Golf Tournament will be held at Oak Creek Golf Club in Irvine, California. The event will take place on Monday, February 3, 2014 with a shotgun start at 11:00am. More details including a registration form will be available later this month, but please mark your calendars now to attend this great regional event!_READ_MORE
WICA has finalized the details for most events in 2014. Below is the schedule for WICA Events next year:
February 3, 2014 11:00am Shotgun Start
WICA Southern California Golf Tournament
Oak Creek Golf Club
1 Golf Club Drive, Irvine, CA 92618
February 4, 2014 7:30am-1:30pm
WICA Board Meeting
Hyatt Regency Newport Beach
1107 Jamboree Rd, Newport Beach, CA 92660
March 28, 2014 Morning Meeting
WICA-WSC Labor/Management Meeting
Palm Springs, CA
May 19, 2014 12:00pm Shotgun Start
WICA Northern California Golf Tournament
Crow Canyon Country Club
711 Silver Lake Drive, Danville, CA 94526
July 10, 2014 1:00pm-4:00pm
WICA Board Meeting
1320 Broadway Plaza, Tacoma, WA 98402
July 11, 2014 7:30am Shotgun Start
WICA Pacific Northwest Golf Tournament
Washington National Golf Course
14330 SE Husky Way, Auburn, WA 98092
Date TBD 2014
WICA Fishing Derby
October 12-14, 2104
WICA Annual Convention
Turtle Bay Resort
57-091 Kamehameha Hwy., Kahuku, O’ahu, HI 9
Here's a better way to lead a group to a decision-- and it doesn't involve 100 percent agreement from everyone.
We've already seen why consistently making high quality decisions (and executing them) is the key to business success.
For some organizations, their ability to do this--to pump out good, actionable decisions and then make them happen--is strangled by one seemingly well-meaning intent: the search for consensus.
Particularly for those teams with a high Synergist contingent, the concept of consensus is often defined as 100-percent agreement-- unless everyone agrees, we don't have an actionable decision.
Not only does this not need to be so (even the dictionary definition of consensus doesn't demand it), trying to obtain 100 percent agreement to every decision will bring your business's growth to a grinding halt.
While it happens for good reasons (genuine concern for the feelings of others; a wish to not seem dictatorial; the desire for unity, especially in cause-based organizations) and bad (conflict avoidance; weak leadership; power struggles; passive-aggressiveness), equating "consensus" with "we must all agree on this" is both counter-productive and ultimately debilitating for the entire organization.
When I'm working with executive teams suffering from consensus-gridlock, I encourage them to make an overt, agreed, formal shift to defining consensus as a 100 percent acceptance of the majority decision. It works like this:
1. We discuss and debate issues powerfully, honestly, and openly.
For acceptance of the majority decision to take place, it's essential that everyone on the team gets to say their piece fully, without fear or favor, and in an open, transparent forum.
As a result, meetings held by teams using the "majority vote" system are usually richer and more productive than those of "100 percent-agreement" teams, though they also can often be more confrontational and argumentative. In fact, you can't have one without the other. It's the freedom to argue, to make a point strongly without it being personalized, that generates rich discussion.
2. When it's time to make a decision, the majority rules.
Here's a messy little truth about most decision-making processes: if you place a firm time limit on discussion and everyone knows there'll be a vote at a specific time, you'll get better-quality decisions than if you just let your team run out the clock with endless debate and try to push through an agreement at the end of the meeting when everyone is tired and irritable.
The next time you have an important team-based decision to make, try this: agree a "drop-dead" time for a decision, set an alarm for that time, and when the alarm rings, if a unanimous agreement hasn't already emerged, simply proceed with a yes/no vote - and the majority vote prevails.
3. When the decision is made, we take cabinet responsibility.
Here's the kicker: for this process to work, everyone on the team must agree in advance that they will fully, completely sign on to any and all decisions made by majority rule - even if they disagreed with it during discussion.
This is what in the UK is called "cabinet responsibility"-- when a body of people make a decision. As a member of that body, unless you believe the decision to be illegal or unethical in the extreme, you have a responsibility to embrace, support, and implement that decision as if you had voted for it at the time.
I like to think of it this way: when a team is using majority rule and exercising cabinet responsibility, there may be blood and gore on the walls of the room while the decision is being made, but once the decision is made, no-one "outside" the room should be able to see any discernible difference in the level and nature of the support of that decision by any of the team members.
If you're stuck in consensus gridlock, try redefining 'consensus' as cabinet responsibility for majority-rule decisions. It'll transform your business.
Download a free chapter from the author's book, "The Synergist: How to Lead Your Team to Predictable Success" which provides a comprehensive model for developing yourself or others as an exceptional, world class leader.