We only benefit from people turning up to home games in most games. I think we have 50/50 arrangements with Collingwood, Essendon* and Richmond due to the fact that we played them twice every year. If 5,000 non Carlton members turn up to a Kangas home game against the Blues we get JS.

I know that woof but bums on seats in home games brings in huge amounts of dollars and you can make up for the short fall in members

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If you allow the Government to change the Laws in an emergency
They will create an Emergency to change the Laws

...and also indirectly makes us more attractive to sponsors etc.

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The most terrifying words in the English language are: I'm from the government and I'm here to help.

Ronald Reagan

I'm a bit with mikkey on this.

First of all, I applaud the Club for the general approach of having a plan, using specialist consultants to put it together, and for putting their balls on the line and making aspects of it public eg 2 flags in the next 5 years.

However, when I first read it, it struck me as something that has been put together by going through all the leadership models and sticking everything in. There is so much in there, it is way too broad. When I showed it to a colleague (we both work in the general area of leadership), his comment was, "too many concepts and concepts within concepts - way too complicated. Simplicity is the go and they ain't got it".

As many on here have rightly said, there will be much more material on this in-house that we (rightly) don't know about, so it is difficult to make truly informed comment. However, my gut feeling on the surface of it all has me concerned at whether there is so much the Club has tried to cover, that it may ultimately dilute the effort and energy put in and affect outcomes. The result is that you become half effective in a lot of areas, rather than fully effective in a smaller number of key areas (upon which process sorts out the rest).

I have no doubt that the Club is serious about getting things right, it's just a question of whether they go about it the right way. Time will tell.

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Mens sana in corpore sano.

Bring back the laurel wreath logo!!!

How does one work in the general area of leadership, Siegfried?

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"In fairness it did seem in the early days of the draft teams would just pick a name totally at random out of a hat. I'm pretty sure we picked James Cook at #2 one year. The mediocre forward, not the explorer" - Me, 12/9/2011

Carlton 2012: Lets remind them why they once feared the Dark.

So if the board have made it fairly clear that no finals wins = Ratten sacked, the board will be facing a similar fate should they not live up to their own goals, yes?

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BLUES 2010: PAV AND JUDD = FLAGS. DOING IT FOR THE LOVE OF DICK PRATT.

HAVE YOU SIGNED UP FOR TALKINGCARLTON SUPERCOACH 2009 YET?

its the same old negative flower 's bagging this.


where is keogh?

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dane's trolling again

Management consultancy, leadership seminars and retreats, organisational theory, etc. You're scoffing at things a lot lately.


Most of us are happy with the step forward Dane but we're finding it to be a bit shallow. Argue your point and don't just broadly attack posters. Next person who does this could be looking at a holiday.

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29 different attributes,
And only 7 that you like;
20 ways to see the world,
Or 20 ways to start a fight.

First and foremost, we must congratulate the Club for actually spending time, resources (both internal and external) and money on building a proactive, forward-looking plan and most importantly, for submitting an abridged version of it for public scrutiny - this now not only gives the Club a definitive set of goals to work towards every day, but enables them to be both accountable and measurable, internally as individuals working for an organisation hellbent on success, as well as externally. There are a few big calls in this plan which are no doubt going to raise criticism but the Club knew that beforehand and they are obviously very willing to take it on the chin if they don't hit the goals they themselves have now publicly stated. Be proud of your Club for having the balls to take this course of action.

I also agree on first read there are a multitude of business and leadership clichés in this plan, and the fingerprints of all-too-often formulaic consultants are definitely on it. I am in that industry and it often depresses me to see the cookie-cutter approach that can be sometimes taken. BUT...we need to remember what we are seeing here is essentially the PowerPoint version, and it's extremely difficult to convey the complete message in bullet-point form without a clichéd appearance. You boil any set of goal-oriented messages down and comes out as commitment, excellence, collaboration, focus and co-operation. I personally would love to hear someone from the management team walk me through this plan in detail. I'm certain there's a ton of work that's been done which one would hope has resulted in a plan that fully reflects the requirements and building blocks to achieve future success for the Carlton Football Club. I'm willing to trust in my Club for that much.

So, frankly, this version of the plan is not really going to tell you much other than what I said above. There's a plan. It's "The Bold and the Blue-tiful" -- and we've now publicly committed to some big goals and timelines on which we can be measured. At the end of the day, however you want to cut it, if we win two more flags by 2015, I'll be a very happy man.

See you at Visy tomorrow afternoon. Go Blues.

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http://www.thesauce.com.au: 2011 Player Partner of Andy Collins

Have you read my posts before?
How about my signature?
Might as well ban me now.

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dane's trolling again

I reckon that's a pretty fair summary.

The point is, though, by naming the aim to win 2 flags in the next 5 years, there'll be plenty of people outside the club reminding them what they're aiming for. So, in some respects, that message should be strong enough and, assuming everyone involved at the club is on board with the "trademark", then the rest should follow.

Well, that's the plan. Let's see how it works.

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What jimmae said Sean. But to explain further, given you asked, I work as a consultant, trainer and coach in leadership areas including negotiation, influencing, emotional intelligence, communication and presentation skills, as well as some of the more general skills such as customer service and time management. Leadership is a multi-faceted discipline, and the topics overlap to considerable degrees. For example, it's very difficult to get communication right without having strong emotional intelligence. Apologies if I wasn't clear, I hope this answers your question.

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Mens sana in corpore sano.

Bring back the laurel wreath logo!!!

prison warden ?

To demonstrate the club cant win on this one, we have some calling for more detail and targets, and some saying there's too much detail and concepts within concepts and it needs to be simplified.

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"The ability to speak doesn't make you intelligent." Qui-Gon Jinn 15-05-2005

"there’s more chance of me becoming the full forward for the [Western Bulldogs] than there is of any change in the Labor Party." Julia Gillard 18-05-2010

Touche Brad

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Mens sana in corpore sano.

Bring back the laurel wreath logo!!!

Narrow it down to areas of concern for us (external clients) and put up some targets. That's my view anyway.

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29 different attributes,
And only 7 that you like;
20 ways to see the world,
Or 20 ways to start a fight.

^ THAT

Good analysis. Obviously the Club is not going to release sensitive and/or commercial-in-confidence financial projections but I would have like to have seen a more of the operational stuff in particular how the strategies to build membership. Then again it could be just as uncomplicated as saying winning games, winning finals, winning GF's. All the same Im happy the Club have come out and gone on the record and try and build a sense of momentum.

I agree wholeheartedly Dane. Some people around here need to stand for the board, they obviously have all the right ideas

The board and management are the only ones who need to know how they're going to get there, we judge them on the outcomes of the statements.

Seriously, some just like to have a whinge for the sake of it.

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"I will rejoice in their anguish, delight in their failure and revel in our success"

We are Carlton, @#$%&! the rest !!!!!!

Good news for those of you still upset with the blueprint, a group of highly influential, like minded supporters are taking action today to convey their disgust.

Join them from 10am outside Visy Park as they band together and call for some simplistic targets they can tick off in the blue print and hold the board accountable for. Among their demands will be.

1) a checklist similar to this with targets relating to membership numbers, 10% growth etc to be included in a tear out section on the back page



2) a pen on string attached to the front so they can fill in their checklist 5mins before the AGM



3) a fun-filled section in the middle pages to keep them entertained while people talk about important stuff






Here are some of them arriving now

_________________
"The ability to speak doesn't make you intelligent." Qui-Gon Jinn 15-05-2005

"there’s more chance of me becoming the full forward for the [Western Bulldogs] than there is of any change in the Labor Party." Julia Gillard 18-05-2010