09081025 - Master Leadership - MY

Indian Gaming Association Seminar Series Institute Presents:

The Leadership Role of a Regulator" Certification Training Mid-Year Mystic Lake Casino

AGENDA (Subject to Change)

Day 1

8:00 am – 9:00 am

Breakfast

Welcome and Class Expectations

9:00 am – 10:30 am

“Ethical Leadership & Integrity” Billy David, Bo-Co-Pa & Associates

10:30 am – 10:45 am

BREAK

“What Kind of Leader Am I and Who Am I Leading?” Billy David, Bo-Co-Pa & Associates

10:45 am – 12:30 pm

12:30 pm – 2:00 pm

Lunch Break (On your Own)

“Enhancing Your Problem-Solving Skills” Abe Martin, Casino Cryptology

2:00 pm – 3:15 pm

3:15 pm – 3:30 pm

BREAK

“Building Effective Teams in Your Organization” Abe Martin, Casino Cryptology

3:30 pm – 5:00 pm

Day 2

8:00 am – 9:00 am

Breakfast

“Leading from Where You Are” Renita DeStefano, President & CEO Second Derivative, LLC

9:00 am – 10:30 am

10:30 am – 10:45 am

BREAK

“Diversity in Collaboration” Renita DeStefano, President & CEO Second Derivative, LLC

10:45 am – 12:30 pm

12:30 pm – 2:00 pm

BREAK

“Project Management Skills for Regulatory Leaders” Billy David, Bo-Co-Pa & Associates and Abe Martin, Casino Cryptology

2:00 pm – 3:15 pm

3:15 pm – 3:30 pm

BREAK

“Time Management and Why It’s Important to Practice” Deb Chase, COO Merydyan

3:30 pm – 5:00 pm

Day 3

8:00 am – 9:00 am

Breakfast

“Work-Life Balance: Keys to Success” Deb Chase, COO Merydyan

9:00 am – 10:30 am

10:30 am – 10:45 am

BREAK

“Putting It All Together: Leading for Personal and Work Success” Deb Chase, COO Merydyan

10:45 am – 12:15 pm

9/5/25

INDIAN GAMING ASSOCIATION GAMING COMMISSIONERS MASTER CERTIFICATION CLASS: ETHICAL LEADERSHIP

PRESENTED BY: BILLY DAVID, OWNER, LEAD CONSULTANT AND TRAINER

BO-CO-PA & ASSOCIATES BILLY@BO-CO-PA.COM 541-810-0700

ETHICAL LEADERSHIP

9/5/25

WHAT IS ETHICAL LEADERSHIP?

ETHICAL LEADERSHIP IS ABOUT BEING A LEADER WHO CONSIDERS AND WORKS TOWARDS BEING A LEADER

9/5/25

RESPECTS OTHERS: EVENWHEN OTHER DON’T RESPECTYOU

SERVES OTHERS DO LEADERS IN INDIAN COUNTRY SERVE? AND IF SO,WHO ARETHEY SERVING?

9/5/25

SHOWS JUSTICE

WHY DOYOU HAVETO SHOW JUSTICE, ESPECIALLY TO THOSE WHO MAY NOT DESERVE IT?

MANIFEST HONESTY

HOW HONEST ARE YOU AND HOW HONEST DOYOU HAVE TO BE, OR SHOULDYOU BE?

9/5/25

BUILDS COMMUNITY

What are examples of the community you serve or are apart of?

How are you building the different communities that you are serving?

9/5/25

• Ethical leadership theory emphasizes the importance of leaders making decisions based on ethical principles, fostering a culture of integrity, and prioritizing the well-being of all stakeholders.

WHAT AREYOUR ETHICAL PRINCIPALS?

• In your job? • In your home? • Do the differ?

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ETHICAL PRINCIPALS

• Integrity • Respect • Responsibility • Fairness • Compassion

• Courage • Wisdom

INTEGRITY:ACTS FAIRLY AND REPRESENTS THE TRIBE IN A FAIR WAY (BOTH FOR THEIR FINANCIAL INTERESTS AND MORALLY)

This Photo by Unknown Author is licensed under CC BY-NC-ND

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RESPECT: FEELING OF DEEP ADMIRATION FOR SOMEONE OR SOMETHING ELICITED BY THEIR ABILITIES, QUALITIES, OR ACHIEVEMENTS

RESPONSIBILITY:THE STATE OR FACT OF HAVING A DUTY TO DEAL WITH SOMETHING OR OF HAVING CONTROL OVER SOMEONE

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FAIRNESS: IMPARTIAL AND JUST TREATMENT OR BEHAVIOR WITHOUT FAVORITISM OR DISCRIMINATION

COMPASSION: SYMPATHETIC PITY AND CONCERN FOR THE SUFFERINGS OR MISFORTUNES OF OTHERS.

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COURAGE:THE ABILITY TO DO SOMETHING THAT FRIGHTENS ONE.

WISDOM:THE QUALITY OF HAVING EXPERIENCE, KNOWLEDGE,AND GOOD JUDGMENT;THE QUALITY OF BEING WISE

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HOW DOYOU APPLY THESE ETHICAL PRINCIPALS?

ETHICAL REASONING

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• The four primary methods of ethical reasoning are Utilitarianism, Deontological Ethics, Virtue Ethics, and Communitarian Ethics, each offering a unique approach to moral decision-making.

THE UTILITARIAN METHOD: MAXIMIZING THE GREATER GOOD • The utilitarian method operates on the principle of maximizing overall happiness or utility for the greatest number of people. In simple terms, it’s the “greatest good for the greatest number” approach.

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THE DEONTOLOGICAL METHOD: FOLLOWING THE RULES AND DUTIES • Deontological ethical reasoning focuses on the inherent moral duties and principles that guide our actions. It emphasizes the importance of adhering to universal moral rules or principles, regardless of the outcomes.

THEVIRTUE ETHICS METHOD: CULTIVATING MORAL VIRTUES • Virtue ethics centers on the development and cultivation of moral virtues within ourselves. It encourages us to focus on personal character development and the embodiment of virtuous qualities.

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CARE AND EMPATHY

• This method prompts us to view ethics through a relational lens, considering the impact of our actions on relationships and the well-being of individuals involved. It’s like putting on a pair of empathy goggles to see the world through the eyes of others.

• When discussing leadership and ethics, where do you find these requirements for your position?

9/5/25

GOVERNING DOCUMENTS

• Indian Gaming Regulatory Act • Gaming Ordinance/Code • Rules and Regulations

• Internal Policy • Code of Ethics

DEALING WITH ETHICAL DELIMAS

9/5/25

THE UNFAITHFUL FRIEND

• You go out with your husband for dinner at a new restaurant you have not frequented before. It is in a part of town you rarely visit.You are shocked to see your friend’s spouse having dinner with a very young, attractive person. From the way they are behaving, it is obvious they are more than friends.The couple finish their meal and leave without seeing you.They behave very affectionately on the way out the door. Do you: • Tell you friend or Say nothing about seeing the couple as it is none of your business; they may even have an open relationship

AN OFFICE THEFT

• You are in charge of the petty cash at the office. However, a co-worker is responsible for making a weekly trip to the bank to make the business deposit and obtain petty cash for the following week. In a conversation with your mutual supervisor, you are asked if the increase in the petty cash amount was enough.You, however, have not seen any additional money.You realize your co-worker has been pocketing the additional money. • Do you: • Tell your supervisor you have neither asked for nor received any additional petty cash and that you suspect your co-worker is pocketing the money? • Tell your co-worker your suspicions and give them a chance to pay the money back? • Say nothing and just wait to see what happens?

9/5/25

TELLING A SECRET

• Your friend tells you that they committed a crime.They explain that they are having trouble sleeping at night and feel you are the only one they can trust with their confession.A few days later, you read in the paper that someone has been arrested for your friend’s crime. • Do you: • Go to the police and tell them what you know? • Encourage your friend to confess and warn him if he does not do so, you will tell? • Say nothing because you will not betray a friend’s confidence?

QUESTIONS/COMMENTS?

9/5/25

WHAT KIND OF LEADER AM I AND WHO AM I LEADING? REGULATORS UNITE!

PHILOSOPHY FOR THIS SESSION “To Thy Self Be True”

9/5/25

WHO DO WE LEAD ANYHOW?

TRIBAL LEADERSHIP:

¡ Tribal Council/Executive Council ¡ Tribal General Membership ¡ Tribal Business Leaders (Casino Management Included)

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GAMING REGULATORY AUTHORITY

¡ Your Peers (other Commissioners) ¡ Executive Director (if applicable) ¡ Administration of the TGRA ¡ Licensing ¡ Investigations ¡ Audit ¡ Surveillance (if applicable) ¡ Others?

FEDERAL ORGANIZATIONS

¡ National Indian Gaming Commission ¡ Department of the Interior ¡ FBI ¡ Homeland Security ¡ Bureau of Indian Affairs ¡ IRS ¡ Others?

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GENERAL TRIBAL PUBLIC AND THE PUBLIC

Tribal Members

General Public

¡ Tribal members who enjoy the property ¡ Tribal members who “watch” Tribal employees ¡ Tribal members who work in the casino/TGRA

¡ Public who enjoy the property ¡ Public who “watch” Tribal employees ¡ Public who work in the casino/TGRA

WHO ELSE?

YOUR COMMUNITY?

YOUR FAMILY?

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YOU ARE THE REGULATORY AND INDUSTRY LEADER FOR THE TGRA, NO MATTER WHAT YOU POSITION IS.

BE WILLING TO EMBRACE YOUR ROLE AS A LEADER…

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IF YOU WAS TO GIVE A NEW REGULATORY LEADER ADVICE ON THE POSITION, WHAT WOULD IT BE?

AND WHY THAT PIECE OF ADVICE?

LEADERSHIP IN INDIAN COUNTRY

¡ discussion

9/5/25

KEEP IN MIND

Everyone can be a leader: False

Leaders deliver results: Not always

People who get to the top are leaders: Not always

Leaders are great coaches: Rarely

WHO WAS ONE OF YOUR FAVORITE LEADERS?

¡ Willing to share why you believed in them? ¡ Has your appreciation for leadership changed as time has gone on?

¡ Professional/Work ¡ Home

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WHO WAS ONE OF YOUR LEAST FAVORITE LEADERS? NO NAMES

¡ Professional/Work ¡ Home

¡ Willing to share why they were your least favorite leader? No Names Please

REMEMBER: LEADERS DO THE FOLLOWING

¡ Leaders better their environment

¡ Leaders maintain a positive attitude

¡ They know their team and themselves well

¡ They build the next generation of leaders

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ACCORDING TO PETER ECONOMY, ALSO KNOWN AS "THE LEADERSHIP GUY," SAYS LEADERS ALSO PRACTICE:

¡ Decisiveness ¡ Awareness ¡ Focus ¡ Accountability ¡ Empathy ¡ Confidence ¡ Optimism ¡ Honesty ¡ Inspiration

“NATURAL BORN LEADER” I WISH!

9/5/25

IN AN ARTICLE DAVID R AND WILLIAM T STATED:

“Most developmental psychologists agree what differentiates leaders is not so much their philosophy of leadership, their personality, or their style of management. Rather, it’s their internal “action logic” (how they interpret their surroundings and react when their power or safety is challenged. Relatively few leaders, however, try to understand their own action logic, and fewer still have explored the possibility of changing it.”

ACTION LOGIC

¡ How you interpret your own and other’s behaviors and how they maintain power or protect against threats.

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ACCORDING TO DENISE DELUCA THERE ARE 12 CHARACTERISTICS OF NATURAL LEADERS

¡ A natural leader doesn’t necessarily intend to lead; others simply feel naturally compelled to follow. (Or put another way: A natural leader doesn’t lead, he or she just is, and others just naturally follow.) ¡ A natural leader is inspired and inspiring, and often inspiring others to, themselves, be inspiring. ¡ A natural leader is the heart, rather than the head, of an organization, radiating both passion and love.

¡ A natural leader encourages rather than directs. ¡ A natural leader enables rather than the controls.

ACCORDING TO DENISE DELUCA THERE ARE 12 CHARACTERISTICS OF NATURAL LEADERS

¡ A natural leader holds a deep and dynamic vision, rather than authority. ¡ A natural leader empowers rather than rewards. ¡ A natural leader is not a natural follower. ¡ A natural leader is confident, but not egotistical. ¡ A natural leader doesn’t dwell on problems, but rather is driven towards positive outcomes. ¡ A natural leader is independent and yet inclusive. ¡ A natural leader is a dreamer and a doer.

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COERCIVE LEADERSHIP Leaders demand immediate compliance

AUTHORITATIVE LEADERSHIP

Leaders mobilize people toward a vision

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AFFILIATIVE LEADERSHIP

¡ Leaders create emotional bonds and harmony

DEMOCRATIC LEADERSHIP

¡ Leaders build consensus through participation

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PACESETTING LEADERSHIP

¡ Leaders expect excellence and self- direction

COACHING LEADERSHIP

Leaders develop people for the future

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BUREAUCRATIC LEADERSHIP

¡ Leaders who focus on following every rule

CHARISMATIC LEADERSHIP

Leader who inspire enthusiasm in their teams and are energetic in motivating others to move forward

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SERVANT LEADERSHIP, Leader who focuses on meeting the needs of the team.

TRANSACTIONAL LEADERSHIP

Leaders who inspire by expecting the best from everyone and themselves

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TRANSFORMATIONAL LEADER

¡ Internal motivation and self-management ¡ The ability to make difficult decisions ¡ Check their ego ¡ Willing to take the right risks ¡ Organizational consciousness ¡ Adaptability ¡ Willing to listen and entertain new ideas ¡ Inspiration

¡ Proactive ¡ Visionary

¡ Natural Born Leader ¡ Coercive Leadership ¡ Authoritative Leadership ¡ Affiliative leadership ¡ Democratic leadership ¡ Pacesetting leadership ¡ Coaching leadership ¡ Bureaucratic leadership ¡ Charismatic leadership ¡ Transformational Leader

SOOOOO….

What kind of leader are you?

9/5/25

WHAT KIND OF LEADER AM I?

¡ Discussion: Write It Down, anyone willing to share it?

WHAT LEADERSHIP STYLE IS BEST?

9/5/25

LEADERSHIP STYLES OR APPROACHES MAY VERY AND DEPEND ON THE SITUATION, INDIVIDUALS AND OUTCOME DESIRED.

ULTIMATELY, WE WANT TO LEARN DIFFERENT STYLES, IDENTIFY OUR WEAKNESSES AND CONTINUE TO GROW IN OUR LEADERSHIP POSITION.

BECOME AN AUTHENTIC LEADER!

THIS BENEFITS NOT ONLY US BUT THOSE WHO WE LEAD.

AUTHENTIC LEADERS NEED ASK THEMSELVES THE FOLLOWING QUESTIONS: 1. Which people and experiences in your early life had the greatest impact on you?

2. What tools do you use to become self-aware? (what is your authentic self? Who is the real me?)

3. What are your most deeply held values? ( Where did they come from? Have then changed throughout life? How do your values inform you actions?)

4. What motivates you extrinsically? (external rewards or things that motivates you to keep your job)

5. What kind of support team do you have? (can your support team make you a more authentic leader? Should you diversify your team?)

6. Is your life integrated? (Can you be the same person at work, home, with family and in the community?)

7. What does being authentic mean in your life? (Have you paid the price for being authentic? Was it worth it?)

8. What steps can you take today, tomorrow, and over the next year to develop authentic leadership?

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WHAT KIND OF LEADER DO THOSE I LEAD THINK I AM?

ASK YOURSELF: WHY WOULD ANYONE FOLLOW ME AS A LEADER?

9/5/25

QUESTIONS?

Thank you

10/21/24

Enhancing Your Problem-Solving Skills

Abe Martin, CFE, CSP abe@casinocryptology.com 931-CRYPTIC (279-7842) www.casinocryptology.com

Rule #1

10/21/24

Warm-up

Rearrange letters in each word to create a different word. MUST use all letters.

LEFT SIDE:

RIGHT SIDE:

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The Usual….

Image Credit: Ted Molchan

Problem Solving Strategies

• Trial & Error

Try different solutions until one works

• Heuristic

Based on something [similar] that happened before

• Algorithm

A pre-defined plan for solving problems

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The Algorithm

Image Credit: wallpapers

identifying Problems

LADDER OF INFERENCE

Image Credit: PDI Solutions

10/21/24

Analyze the Problem

• Critical thinking – the five W’s: • Pick a problem: _______________________

1. _________ 2. _________ 3. _________ 4. _________ 5. _________

• Reach a root cause! 9

Developing solutions

• Always allow yourself an SFD – no limits • What is the goal? • What does it look like? • What is accomplished by solving the problem? • Reality check • Do you need other people; at what levels? • Are there any materials that are needed? • What is the timeline? • Don’t forget Hick’s Law • Create a step-by-step action plan

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Implementation • Identify stakeholders and communicate: • Leadership • ANY affected team members • Supporters and skeptics • Assign roles: • Project teams (might include a focus group) • Manager • Approver(s) • Set measurable criteria for each phase • Monitor for pre-defined period, make adjustments if needed, and repeat

Evaluation & Adjusting

• Monitor:

• Performance reports • Behavioral indicators

• Conduct: • Follow-ups with stakeholders • Performance/skill assessments • Collaborative reviews • Adjustments • Algorithm starts from beginning…

• Identify problem - What didn’t work?

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Problem Solving algorithm

• The problem is ______________________ • Ladder of Inference • Analyze the problem • Develop solutions • Implement solution(s) • Evaluate • Adjust

10/21/24

Abe Martin, CFE, CSP abe@casinocryptology.com 931-CRYPTIC (279-7842) www.casinocryptology.com

10/21/24

Building Effective Teams In Your Organization

Content Credit: Billy David, Bo-Co-Pa & Assoc. www.bo-co-pa.com

Abe Martin, CFE, CSP abe@casinocryptology.com 931-CRYPTIC (279-7842) www.casinocryptology.com

Team Building Techniques

SET TEAM GOALS AND PRIORITIES

SELECT TEAM MEMBERS CAREFULLY

TEAM DIVERSITY

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Team Characteristics

• Clearly defined roles • Leadership • Accountability • Communication • Positive Dynamics • Conflict Resolution

Team development

STORMING STAGE

NORMING STAGE

FORMING STAGE

ADJOURNING STAGE

PERFORMING STAGE

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Norms

• Teams usually develop norms that guide the activities of team members. • All the team members implicitly understand them. • Norms result from the interaction of team members during the development process. • Performance norms are very important because they define the level of work effort and standards that determine the success of the team. • Leaders play an important part in establishing productive norms by acting as role models and by rewarding desired behaviors. • Norms are only effective in controlling behaviors when they are accepted by team members.

conflict

Conflict often arises when team members focus on personal ( emotional ) issues rather than work ( substantive ) issues.

Competition over resources, such as information, money, supplies or access to technology, can also cause conflict.

Communication breakdowns cause conflict—and misunderstandings are exacerbated in virtual teams and teams with cross-cultural members.

Team morale can be low because of external work conditions

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Conflict categories

Substantive conflicts arise over things such as goals, tasks, and the allocation of resources.

Emotional conflicts arise from things such as jealousy, insecurity, annoyance, envy, or personality conflicts.

Beneficial Conflict

Eustress is a positive reaction to stress that generates a desire to achieve and overcome challenges.

Groupthink is the mindset that develops when people put too much value on team consensus and harmony.

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Conflict Resolution

Five common approaches to resolving negative conflict: • Dominating – My way or the highway • Compromising – Meet in the middle • Accommodating – Have it your way • Collaborating – Building something new • Avoiding – Let it play out

10/21/24

Abe Martin, CFE, CSP abe@casinocryptology.com 931-CRYPTIC (279-7842) www.casinocryptology.com

9/5/25

Leading from Where You Are Presented by

Renita DiStefano President & CEO Second Derivative

Leading from Where You Are Part I Explore how YOU can lead effectively from any position within an organization—not just from the top.

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4 Myths About Leadership

Position Myth

"I can’t lead if I am not at the top.”

“When I get to the top, then I’ll learn how to lead”.

Destination Myth

"If I were at the top, then people would follow me.”

Influence Myth

“When I get to the top, I’ll be in control.”

Inexperience Myth

Myth # 1: Position

“I can’t lead if I’m not at the top.”

• Respect - people will follow because of who you are . • Reproduction - people follow because of what you have done for them . • Results - people follow because of what you have done for the organization. • Relationships - people will follow because the y want to .

Rights: people will follow you because they HAVE to. Your ability to influence will be marginalized. Leadership comes from a position or title

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Myth # 2: Destination

“When I get to the top, then I’ll learn how to lead”.

Figure it out when you get there.

• Lifelong learning • Becoming a leader means you will make mistakes. Make them when the stakes are lower. • Become a student of your craft • Develop good habits • Think of yourself as a diamond

Mistakes can be costly

Myth # 3: Influence

"If I were at the top, then people would follow me.”

People at the top have greater influence.

• Influence is earned. • You will be a more effective influencer if you have learned how to be one before you get the opportunity. • Good leaders gain influenced beyond their stated position. • The ability to shape the attitudes, behaviors, and decisions of others

Influence is granted.

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Myth # 4: Experience

“When I get to the top, I’ll be in control.”

Things sure would be different if I were in charge

• You will need every bit of influence you have earned. • The desire to innovate and improve are excellent leadership skills. • Don’t overestimate the amount of control you have at the top.

Amount of control is higher at the top

Leading Up, Across, and Down

Lead Yourself Exeptionally Well

If you wouldn’t follow yourself, why would any one else?

Learn Self Discipline & Self Management

Manage your emotions. Manage your time. Manage your priorities. Manage your energy. Manage your thinking. Manage your words.** Manage your “brand”.

Is it true?

Is it helpful?

Is it inspiring?

Is it necessary?

Is it kind?

The 360* Leader, John Maxwell

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Leading from Where You Are Part II Leading from where you are means embracing your ability to influence, inspire, and create positive change at any stage of your leadership journey. Leadership is a VERB not a NOUN.

Understand who YOU are.

DISC® Myers-Briggs Type Indicator (MBTI®) Predictive Index (PI Behavioral Assessment) Leadership 2.0 Clifton Strengths (formerly Strengthsfinder)

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Develop the Leader within You

LIVE your core values

Accountability

Respect

Integrity

Do the right thing when no one’s looking.

Send materials in advance.

On time, prepared

Listen. Don’t interrupt.

Own your mistakes

Keep your promises.

Step 2: Develop habits daily

The more often you perform an action, the more it becomes part of your routine.

Repetition builds consistency

Once ingrained, habits bypass the need for constant motivation or willpower—your brain treats them as default behaviors.

Habits reduce effort

Foundation of change Habits are what sustain long-term success

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Diversity in Collaboration If you keep assembling the same team, you’ll get the same result.

Cultivate Broader Vision • Diverse collaboration brings together multiple perspectives and lived experiences. • Leaders gain a more complete view of risks, opportunities, and solutions. • Diverse teams often outperform homogenous ones in innovation metrics.

Watch: https://www.youtube.com/watch?v=M66ZU2PCIcM

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Model Inclusive Leadership

• Leaders set the tone by valuing every voice. • Inclusive practices foster trust, engagement, and psychological safety. • When leaders demonstrate inclusivity, teams mirror this behavior.

Diverse Teams Outperform: 2010 Chilean Mine Rescue

• 700 meters below ground • None of the experts thought rescue was possible • Secondary Collapse • Hundreds of individuals spanning physical, organizational, cultural, geographic, and professional boundaries. • Engineers, geologists, drilling specialists, and more came together from different organizations, sectors, and nations • Differences: Language, political structure, geography. • Same: Purpose, failure, humble enough to ask for help.

Read: https://www.library.hbs.edu/working-knowledge/how-teaming-saved-33-lives-in-the-chilean-mining-disaster

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Questions?

9/5/25

Diversity in Collaboration

Presented by Renita DiStefano President & CEO Second Derivative

Diversity in Collaboration If you keep assembling the same team, you’ll get the same result.

9/5/25

Watch: https://www.youtube.com/watch?v=M66ZU2PCIcM

Model Inclusive Leadership

• Leaders set the tone by valuing every voice. • Inclusive practices foster trust, engagement, and psychological safety. • When leaders demonstrate inclusivity,

teams mirror this behavior. • Diverse Teams Outperform

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Diverse Teams Outperform: 2010 Chilean Mine Rescue

Read: https://www.library.hbs.edu/working-knowledge/how-teaming-saved-33-lives-in-the-chilean-mining-disaster

Questions?

9/5/25

Project Management for Regulators

• Introduction • Managing Internal Projects • Managing External Projects • Organizing your team and time • Exercises • Tips

Agenda

20XX

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Project Management

20XX

is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. It’s the practice of planning, organizing, and executing the tasks needed to turn a brilliant idea into a tangible product, service, or deliverable.

Project management

20XX

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Project Initiation

20XX

• The initiation phase is the starting point of any project. During this phase, the project’s feasibility and value are evaluated. Key activities include:

Defining the project’s purpose and objectives. Identifying stakeholders and project sponsors. Developing a project charter that outlines the project scope, goals, and initial resource requirements.

20XX

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Project Planning

In the planning phase, detailed plans are created to guide the project team. This phase involves: Establishing a project timeline, budget, and resource allocation. Identifying risks and developing mitigation strategies. Creating a communication plan to ensure all stakeholders are informed throughout the project lifecycle.

20XX

Project Execution

The execution phase is where the project plan is put into action. Key activities include: • Coordinating people and resources to carry out the project plan. • Managing stakeholder expectations and communication. • Ensuring quality control and adherence to project specifications

20XX

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Monitoring and Control This phase runs concurrently with execution and involves tracking the project’s progress. Key activities include: • Measuring project performance against the project plan. • Identifying any deviations from the plan and implementing corrective actions. • Ensuring that project objectives are being met and that the project stays on schedule and within budget.

20XX

Project Closure In the last project management life cycle phase, all the activities related to its completion are concluded. These may involve the submission of a final deliverable, fulfilling contractual obligations, terminating relevant agreements, and releasing project resources. The causes of a project closure can be completion, cancellation, termination, or transfer to a new organization. The documentation required to complete project closure will differ depending on the situation. In this phase, the project manager communicates the final project disposition and status to all stakeholders. This phase also ensures to inform participants and stakeholders of any follow-on activities or continuing product life cycle so they can communicate and coordinate with the people in charge.

20XX

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Managing Internal Projects Discuss

20XX

Exercise: Break Into teams WHAT ARE INTERNAL PROJECTS THAT YOU CAN APPLY THIS PROJECT MANAGEMENT PHILOSOPHY TO?

20XX

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Exercise

SURVEILLANCE SYSTEM LICENSING SYSTEM

INTERNAL GAMING COMMISSION SERVER

EXPANSION OF THE GAMING COMMISSION

20XX

External Projects

20XX

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Exercise

Casino Expansion

Large Slot Floor Expansion

Table Games Expansion

Casino Slot Accountability System Change Out

20XX

Tips

Know You Budget What are you allocated?

Understand Contracts What are you responsible for and what are other responsible for? Learn How To Master Time Management You’ll have to get all of your other work done also. Others emergency isn’t yours Be Flexible Learn Change Management, things do not always work how it was sold to you. Prioritize Be willing to let others help, you cant do it all yourself.

20XX

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Thank you

Billy David, Bo-Co-Pa & Associates

billy@bo-co-pa.com 541.810.0700

Abe Martin, Casino Cryptology

abe@casinocryptology.com

541.921.0168

20XX

9/5/25

PART 1

Do you awake at a scheduled time every morning?

Do you have a routine you follow?

Do you live by your calendar?

Do you get pulled into a lot of unscheduled meetings throughout your day?

Do you get a lot of impromptu calls, instant messages, knocks on the door from your team?

Fill in the blank

PART 2 – TAKING AN HONEST ASSESSMENT OF HOW YOU SPEND YOUR DAY

1. 2. 3. 4. 5. 6. 7. 8.

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1. 2. 3. 4. 5. 6.

•

Urgent – time sensitive

Urgent - priority

Important – scheduled

Not urgent & not important – filler

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• B E REALISTIC

• D ON ’ T PROCRASTINATE • P ERSONAL / PROFESSIONAL D ISORGANIZATION

• B E AWARE OF YOUR PERSONAL ALERTNESS / PRODUCTIVITY

• B LOCK YOUR TIME

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1. L IMIT EMAILS & TIME EMAILING

2. U SE TECHNOLOGY SOLUTIONS

3. A VOID THE SOCIAL MEDIA & INTERNET SURFING

4. E STABLISH & REQUIRE THE USE OF VIDEO CONFERENCING

5. R EQUIRE MINUTES , FOLLOW UP NOTES

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•

• •

•

• •

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A CKNOWLEDGING

C OMMUNICATION

A DAPTING

D ECISION -M AKING

TAKING ACTION

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You have your to do list, when you complete something – check it off!

Get your favorite coffee.

Allow yourself some time to _____________________.

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B E PRESENT

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“ Success is peace of mind, which is a direct result of self-satisfaction in knowing you made the effort to do your best to become the best that you can become.”

Coach John Wooden

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C OACH J OHN W OODEN

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“Great leaders help people reach their goals, are not afraid to hire people that might be better than them and take pride in the accomplishments of those they help along the way.”

“A great leader posses a clear vision, is courageous, has integrity, honesty, humility and clear focus.”

Self

Team Departmental structure Tribal government structure Gaming operations structure Partner

Children

Extended family

Personal interests

Personal goals

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KNOW YOUR POSITION

EMBRACE COURAGEOUS DISCUSSIONS

CHOOSE YOUR BATTLES

DON’T BE A RIGHT FIGHTER

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Address individuals based their position, communication style and appropriateness of the situation.

Be open minded about decisions relating to staffing, a vendor or a product.

If you're being friendly and reasonable, the other person will be more likely to as well.

Don’t be that person that nobody wants to communicate with, because you are perceived as negative.

If you maintain a reasonable tone consistently, you begin to establish a way you are viewed and setting the tone for business matters.

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Compensation

A pleasant place to work

Opportunities for self- development

Fostering collaboration within the team

Encouraging happiness, positivity and professionalism

No punishment for failure when trying

Leadership setting clear goals for the team

Leadership not micromanaging, empowering decision making of team

Because you care!

CROSS TRAINING

SUCCESSION PLANNING

MAINTAIN OPENNESS FOR CHANGE

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Leadership Ownership Relationship

Provide agenda in advance

Provide context

Provide Content

Engage your audience

Know how to listen

Be mindful of your words

Be prepared when speaking

Technology is not always good

Use story telling

Be open to feedback

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One of the main challenges of communication, people not meeting others where their understanding of the situation is at.

We are individuals and have different levels of education, experience, communication styles and retention of information.

NEVER ASSUME ANYTHING

If someone is quiet, nonparticipating in discussions, never assume they know nothing of the issue and/or nothing at all.

Making assumptions can come across as disrespectful or arrogant.

Strike the right balance, tone and pitch your communications.

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Know your role within the organization 01

Know your team 02

Know your ability to deliver 03

Know your home life matters in your

work life balance

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