Creating the future you want for you and your team through strategic planning.

Transcription

1 Creating the future you want for you and your team through strategic planning.

2 What is Strategy

3 Overview Why do strategic planning. The strategic planning process. How to get your team involved. Best practices to maximize your success.

4 What you can leave today with An understanding how to use strategic planning to create a clear vision for the future. Tools to engage your people so they are excited about their work. A clear benefit to you in developing your strategy and your leadership.

5 About me Anthony C Taylor o Managing Partner and lead facilitator at SME Strategy. o Clients include: SME s with employees, local and foreign governments, local and national non profits. o Known worldwide for providing insights on strategy and leadership. o Author of 2 books.

6 About me.

7 Aligned Strategy Development Where are we now? Where are we going? What is going to get in our way? What do we need to do to get where we want to go?

8 Three levels of Alignment 1. Alignment at the leadership level 2. Alignment with the vision and the strategy 3. Alignment of the entire organization

9 Benefits of Strategic Planning Get your team engaged Access to a new level of performance. Create a workplace where your people can be successful Save time, money and energy Fun

10 The strategic planning process.

11 Strategy is an ongoing process. Assess Measure Plan Execute Align

12 Strategic planning stages Performance management Once in a while We have a plan Here's our strategic plan and here's where we're going. Alignment with the plan Staff have action items Culture transformation Monthly/quarterly KPI measurement Action items are tracked and measured First time Do we even need strategic planning? We did a plan a couple years ago. I think I can find it.

13 Overview Inputso Internal and External VMOST Culture Risks KPI s Implementation

14 Inputs External analysis o SWOT STRENGHTS, WEAKNESSES,OPPORTUNITIES, THREATS o PESTLE POLITICAL,ECONOMICAL,SOCIETAL,TECHNOLOGICAL, LEGAL,ENVIRONMENTAL Internal Analysis o Stakeholder and management team inputs.

15 Inputs to your strategy SWOT STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

16 Building a capability driven strategy You are strong in your strengths and weak in your weaknesses

17 Analysis of the economic climate PESTLE POLITICAL ECONOMICAL SOCIETAL TECHNOLOGICAL LEGAL ENVIRONMENTAL

18 Vision Mission Goals and Objectives Strategies Tactics

19 Vision

20 Can you see your future?

21 If success was a place, how would you know if you got there? Where are you going? What is winning? Where do you see your organization in 3-5 years?

22 Vision Get your team to describe their vision of the organization as clearly and vividly as possible. What do operations look like? What do staff look like? What do clients look like? How else does your organization look? Like a blueprint for a house, you build the design.

23 Putting the puzzle together

24 Mission/Purpose Why you do what you do?

25 Mission (How you fulfill your vision?) Why do you exist? Who do you do it for? Who is your main customer? What do you do for them?

26 Who is your customer? If you could focus the bulk of your energy serving one key customer, who would it be? (Stakeholders, clients, shareholders, suppliers, government, other)

27 Turning Values Into Culture

28 Values How would you describe the organization if it were a person? What is: the way you do things around here currently? What are the values and behaviours that you want to duplicate?

29 Values What are the top 5 values that you want to foster? What does it look like to live those values? o (How would I know if someone was doing those actions?) What behaviours would it create, what behaviours would not be in alignment? IE: Exceptional customer service

30 Making Values Stick Talk the talk Walk the walk Reward the walk

31 Culture as a driver to performance Create a culture that supports what you want to achieve. People are either doing or they aren t. Make it easy for them to get it. You could have the best plan, but you need your people need to be behind it. See: Culture eats Strategy

32 Align your strategy with your vision, mission and values. Vision Mission Objectives Strategies Tactics

33 Strategic planning process Where are we now? Where are we going? What is going to get in our way? What do we need to do to get where we want to go?

34 Risks: Anything can happen

35 Evaluating Risks What uncertainty exists in our organization? What are the impacts of that uncertainty (risk)? What is the likelihood of that happening? What can we do to mitigate that risk?

36 Risk Likelihood Low Moderate High Risks Low Moderate High Risk Impact

37 Prioritizing and Setting Goals 3-5 year goals 1 year goals Quarterly goals

38 What are the most important things you should be doing?

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40 Setting objectives Pick a handful of priorities (3 or 4), and then pick the most important one. Pick priorities that everyone can help move the needle on. Everyone is on the same team and everyone plays their position.

41 Objectives and Goals Objectives are generic themes that support the accomplishing the mission Goals or KPI s are specific and measurable that contribute to moving the needle on the goals. o Eg: Moving from X to Y by Date. Strategies and tactics are done at the implementation level to accomplish the objective.

42 Your organization s vision: VISION What is going to move the needle on the vision? Our purpose. MISSION GOAL 1 GOAL 2 GOAL 3 SPECIFIC OBJECTIVES AND INITIATIVES

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44 Moving the needle If you have the strategic priorities and the goals, what actions do you need to take to move it forward?

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46 Cascading Goals Vision Mission Strategic priorities

47 Functional Management

48 Cascading Goals Vision Mission Strategic priorities Departmental goals Individual Goals

49 How to get your team involved Getting them bought-in and aligned

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51 How do you get alignment? Communicate clearly and simply Get buy in o Bring people into the strategic planning process. Match goals and motivation Capability to execute o Are they given the tools they need to succeed?

52 You need a scoreboard for your people to win.

53 Communicating the plan How are you going to share this strategic plan with your organization? Keep in mind that different people absorb information in different ways: o o o Words Audio Pictures

54 What does this mean for me?

55 Harvard business review interviewed people at 31 companies to determine what traits align with strong strategy execution. 06/the-secrets-tosuccessful-strategyexecution

56 It s all about alignment.

57 Best practices

58 Be intentional

59 Let everyone contribute to the plan Pick priorities that everyone can contribute to. Everyone is on the same team- See: Alignment Ask and listen. Pull people into the plan.

60 Communicate your plan

61 Communicate your plan Top down and bottom up. Tell people about the plan Tell them why: Urgency Leaders tell managers, managers tell employees, and then information goes back up.

62 Don t keep your information in a silo

63 Celebrate! Get wins early Change is real when people start to see it. If you don t see change, they will go back to how it was before. They might think: We should have done it my way

64 Keep it Simple Here s where we want to go. How does that sound? Do you have any questions/concerns? How can you best help us get there?

65 Best practices- Takeaways 1. Be intentional: Create a clear vision and goals 2. Let people contribute. 3. Keep talking about it 4. Celebrate 5. Keep it simple

66 In Summary Have a vision- Make it known. Get your people involved and create a culture of teamwork. Make goals that everyone can contribute to- Make them simple to understand, explain and measure. Be proactive at looking inward and outward. The world changes fast and wont wait for you.

67 In Summary For your strategic plan to be successful it requires a well coordinated process and structure. The whole is greater than the sum of its parts You need both the individual parts and the whole process

68 Strategic planning is not for you. It s for your people.

69 Happy Planning!