4/12/2017 STRATEGIC PLANNING 7 HABITS OF EFFECTIVE PEOPLE ORGANIZATION OF THE FUTURE

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1 STRATEGIC PLANNING 7 HABITS OF EFFECTIVE PEOPLE 1. Be proactive 2. Begin with the end 3. Put first things first 4. Think win/win 5. Seek first to understand then to be understood 6. Synergize 7. Sharpen the saw ORGANIZATION OF THE FUTURE Lean and flat hierarchy superior to maneuver in 21 st century changing environment Bloated bureaucracies accomplish little create cobwebs and dust. 20 th Century Inward Focus Centralized Slow to make Decisions Political Risk Averse 21 st Century External Oriented Empowering Quick Decisions Open and Candid More Risk Tolerant 1

2 LEADERSHIP AND LEARNING Lifelong learning with be required A strong competitive drive will be necessary Listening with an open mind need feedback Trying new things Risk Taker Reflecting on both successes and failures THE VALUE OF COMPETITIVE CAPACITY I found that two elements stood out: competitive drive and lifelong learning. These factors seemed to give people an edge by creating an unusually strong competitive capacity. Competitive drive helped create lifelong learning, which kept increasing skill and knowledge levels, especially leadership skills, which in turn produced a prodigious ability to deal with an increasingly difficult and fast-moving global economy. Listening with an open mind, trying new things, reflecting honestly on successes and failures-none of this requires a high IQ, an MBA degree, or a privileged background. Yet remarkably few people behave in these ways today, especially after age thirty-five and especially when they are already doing well in their careers. HABITS OF THE LIFELONG LEARNER Lifelong learners take risks. Much more than others, these men and women push themselves out of their comfort zones and try new ideas. While most of us become set in our ways, they keep experimenting. Risk taking inevitably produces both bigger successes and bigger failures. Much more than most of us, lifelong learners humbly and honestly reflect on their experiences to educate themselves. They don t sweep failure under the rug or examine it from a defensive position that undermines their ability to make rational conclusions. 2

3 HABITS OF THE LIFELONG LEARNER (CONT ) Lifelong learners actively solicit opinions and ideas from others. They don t make the assumption that they know it all or that most other people have little to contribute. Just the opposite, they believe that with the right approach, they can learn from anyone under almost any circumstance. Much more than the average person, lifelong learners also listen carefully, and they do so with an open mind. They don t assume that listening will produce big ideas or important information very often. Quite the contrary. But they know that carful listening will help give them accurate feedback on the effect of their actions. And without honest feedback, learning becomes almost impossible. CHRONIC PROBLEMS IN ORGANIZATIONS 1. No Shared Vision- inspires commitment; involvement=implementation 2. No Strategic Path- present to future; vision mission values 3. Poor Alignment- dept. wide goals- agency div. unit individual 4. Wrong Style- manage vs. lead. Situational/Invert the Pyramid 5. Poor Skills- listening, delegate, win/win agreements 6. Low Trust- closed communication little problem solving no cooperation 7. Integrity- words do not equal habits FUTURE TRENDS 1. Technology 2. Leadership 3. Crime 4. Policing Practices and Philosophy 5. Demographics 6. Focus from Internal to External 7. Going it Alone to Forming Partnerships 8. From Reactive to Proactive 3

4 LEADERS OF THE FUTURE Learning Change Flexibility Leaders will need the following characteristics 1. Extraordinary levels of perception and insight into the realities of the world and into themselves. 2. Extraordinary levels of motivation to enable them to go through the inevitable pain of learning and change. 3. The emotional strength to, manage their own and others anxiety as learning and change become more and more a way of life. LEADERS OF THE FUTURE (CONT ) 4. The willingness and ability to involve others and elicit their participation, because tasks will be to complex and information to widely distributed for leaders to solve problems on their own. 5. The willingness and ability to share, power and control according to peoples knowledge and skills, that is to allow and encourage leadership to flourish throughout the organization These characteristics of future leadership will not be present in a few people all the time but will be present in many people some of the time FUTURE Continuous Improvement Education and Training Outcomes Assessment Performance Evaluation tied to Improvement Professional Development Performance Benchmarking Institutional Change Organizational Training Revision Philosophy Curriculum Designed to Changing Environment and Future Needs Unlearning and Retraining Strategic Planning 4

5 ORGANIZATIONAL CHANGE 1. Do not develop a strategic plan within the command staff. 2. Plan should involve all members and levels of the organization. 3. More involvement better solutions, ideas and successful implementation. 4. Power widely distributed; best to initiate change and improve organizations, teams more effective. PROCESS OF CREATING CHANGE 1. Establishing a Sense of Urgency- moving people out of comfort zone people will need to give effort. 2. Create a Powerful Guiding Coalition- without it progress will cease to overcome inertia. 3. The Power of Vision- vision guides aligns inspires and gains commitment. 4. Communicate the Vision- credible communication a lot of it captures hearts and minds words and deeds match PROCESS OF CREATING CHANGE (CONT ) 5. Removing Obstacles that Block the New Visionorganizational structure needs to support transformation 6. Create Short Term Wins- builds credibility, motivation and momentum, recognize reinforce reward 7. Do Not Declare Victory to Soon- premature victory slows or stops momentum 8. Anchor Change Firmly in Culture- show people how to improve benefits results principles 5

6 THE PLANNING PROCESS Present State- Focuses on Efficiency 1. Document 2. Process 3. Implementation Future State- Focuses on Effectiveness 1. Implementation 2. Process 3. Document PRE-PLANNING Before the Formal Planning Process 1. Create Buy-In- communication education-training (handle resistance) 2. Inclusive Process- all levels of the organization: internal-external stakeholders; involvement=implementation lack of involvement=resistance 3. Situational Audit- past present future internal-external S.W.O.T analysis Strengths Weaknesses Opportunities Threats. S.W.O.T. ANALYSIS POSITIVE INTERNAL STRENGTHS (Capitalize) EXTERNAL OPPORTUNITIES (Invest In) NEGATIVE WEAKNESSES (Shore Up) THREATS (Identify) Public Feedback Employee Feedback Resources Capabilities Processes Environment Profession Demographics Other Agencies Economic 6

7 STRATEGIC PLANNING 4 BASIC QUESTIONS 1. Where is the Organization Now? (present) 2. Where Does it Want to Be? (future) 3. How Will it get There? (strategic plan) 4. How Does it Measure Progress? (goals and objectives) STRATEGIC PLANNING Process by which guiding members of an organization envision its future and develop the procedures and operations necessary to achieve that future VISION (FUTURE) Vision statement is a mental image of a preferred possible and desirable future state of the organization. Vision answers the question where are we going. Long range direction sets high standards based on a sound philosophy. Proactive and Positive Conceptual Abstract Ideal Inspire Commitment 7

8 MISSION (PRESENT) Mission statement is the central purpose of the organization. It answers the question: Why do we exist? What do we do? Who does it? How do we perform? A core statement: partnership, problem solving, stewardship VALUES Value statement are guiding or defining principles how the organization plans to operate. What you stand for What you believe Concise tenets of culture The attitudes and behaviors that characterize an organization. Values should equal habits. FOCUS STATEMENTS These statements represent strategic agency wide objectives to focus on and be accomplished. They are the foundation for the direction and goal setting in the organization. 8

9 GOALS Goals depict a future state that the organization strives to realize (achieve). Goal is a statement of a long range desired outcome (result). Goals relate to and fulfill the agency mission. Goals serve as guidelines: (SMART goals) Specific, Measurable, Agreed Upon, Realistic, Timely OBJECTIVES Objectives are bench marks, mileposts, that measure progress toward goal accomplishment. A subset of goals: Short Term Goals, Specific, Quantifiable, Time Limits, Measured Results. STRATEGIES Activities required to accomplish established goals and objectives. Directional Decisions, Approach Used, Methodology, Steps, Procedures Education Research Survey Analysis Training Communication 9

10 ACTION PLANS Action plans are specific work plans (job descriptions) duties and responsibilities that are task assignment specific. The process transforming planning into practice (successful implementation), (implementing strategies) work plans who will do what, when, where, and how. Afix responsibility and time frame Staffing - Resources - Budgets - Training STRATEGIC PLANNING BENEFITS 1. Organizational Change for Improvement 2. Identify Top and Poor Performance 3. Flush Key Issues to Surface 4. Focus Resources Where Needed 5. Identify and Develop Leaders 6. Information for Budgets 7. Facilitates Communication 8. Road Map and Compass 9. Set Goals 10. Measures Progress 11. Audits Inspects Organization 12. Environmental Scan 13. Entire Organization Involved with Common Purpose 14. Framework for Decision Making 15. Success More Likely with it Than Without 16. Improve Productivity 17. Unite Organization 18. Inspire Motivation Commitment 10