the why and how of effective strategic planning
TRANSCRIPT
The WHY and HOW of Effective Strategic Planning
www.thetrugroup.com / Twitter: @trugroupscott / LinkedIn
What is strategic planning? Does my organization need one? Practical tools/resources to help start
and/or refine the process for my organization
Objectives
About Me»Holland, MI»15+ years in HR / Leadership Dev»My mission – Leaders/Organizations in
transition»7 Years as an entrepreneur / Author 2xGoogle: Scott Patchin / thetrugroup.com
About Me »I believe» Great conversations start with a ?» Honest conversations are foundation of
great relationships» Leadership is working with people . . .» FEAR motivates short term, LOVE
motivates long term» Everyone has potential to be amazing at
a job» Performance = Talent+Passion+Work» Indiv own development / Org owns
support» In great organizations, everyone leads» Trust is a gift» A, B, and C players exist in all
organizations
What is strategic planning? Does my organization need one? Practical tools/resources to help start
and/or refine the process for my organization
Objectives
Strategic Plan: A definitionA strategic plan is a document used to communicate with the organization the organizations goals, the actions needed to achieve those goals and all of the other critical elements developed during the planning exercise.
Balanced Scorecard Institute
Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ensure that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust the organization's direction in response to a changing environment. It is a disciplined effort that produces fundamental decisions and actions that shape and guide what an organization is, who it serves, what it does, and why it does it, with a focus on the future. Effective strategic planning articulates not only where an organization is going and the actions needed to make progress, but also how it will know if it is successful.
Balanced Scorecard Institute
Strategic Planning: A definition
Strategic Plan: Key TermsLonger Term Piece / Who – What - Why• Vision• Mission• Values• BHAG (Big Hairy Audacious Goals)Shorter Term Piece / How • Yearly Goals• Rocks• Scorecard / KPI
Simple, but not EASY
“Less than 10% of strategies effectively formulated are effectively executed” (Fortune Magazine)
“Companies on average realize only 60% of the financial performance their strategies promise…more than one-third of executives surveyed placed the figure at less than 50%”
Strategic Planning – Difficult!
Good to Great (Collins) – 17.5 vs 10.8 Family business succession – 1 of 3 keys
to successful ‘next gen’ handoff Motivation (intrinsic!): Autonomy,
Mastery, Purpose (Daniel Pink – Drive)
Strategic Planning – Important?
Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.
Sun Tzu (500 B.C.)
Strategic Planning – Not a New Discussion
I’d rather have a mediocre strategy that is well executed than a brilliant strategy executed poorly.
Jamie Dimon, CEO-JPM Chase
Great Conversations Start With A Question:
Pair up – What is the current condition of your organization in the area of planning? 3 Strengths / 1 Weakness
What is strategic planning? Does my organization need one? Practical tools/resources to help start
and/or refine the process for my organization
Objectives
What is strategic planning? Does my organization need one? Practical tools/resources to help start
and/or refine the process for my organization
Objectives
Exercise: Accountability Chart
Integrator
Finance Operations
Sales/ Marketin
g
Workshop: Accountability Chart»#1 Rule: Name the ROLE based on what
the person in the role is accountable for.
[Do not put names of people in any of the roles]
Great Conversations Start With A Question:
Pair up – Compare Accountability Charts – What are the similarities and differences? Why?
Workshop: Accountability Chart»#2 Rule: Name the work – 4 to 6 bullets –
for (if people reporting to role, first bullet is LMA = Leadership + Management = Accountability)
[Do not put names of people in any of the roles]
Workshop: Setting Goals» It is December 22, 2017 and you have pulled
the team together for a celebration of the year.
»What are you celebrating?» Who is in the room? Where are you having the
celebration?» Accomplishments? (financial, recognitions, other
key things)
Workshop: Goals to ROCKS
Workshop: Goals to ROCKS»Pick one ACCOMPLISHMENT
(Goal)» What are the 1-4 things you need
to do throughout the year to achieve that outcome?
Great Conversations Start With A Question:
Group: What is one goal and the associated Rocks?
Workshop: Values»Name 1 person that, if your
organization had 10 of them – you would be wildly successful.
»Name 3-5 characteristics they have that are so valuable.
The WHY and HOW of Effective Development Plans (GAP #3) – at
2:45www.thetrugroup.com / Twitter: @trugroupscott / LinkedIn
An Image to Leave you with . . .
About the Speaker – Scott PatchinScott has a core belief that the habits leaders practice and the conversations they have with their people are the keys to their success. He launched his own leadership development company, The trU Group, in 2009 around the mission of working with leaders and organizations in transition so they achieve the excellence they desire.
He has work experience manufacturing, healthcare, and banking/mortgage industries. He is an author, blogger, coach, and delivers a hands-on keynote. He resides in Michigan and has spoken nationally on leadership and individual development.
Learn more: | LinkedIn | www.thetrugroup.com