Staying Strategic in a Detail-Oriented Profession. Presented by: Jeff Arnold, MAM, CAE

Transcription

1 Staying Strategic in a Detail-Oriented Profession Presented by: Jeff Arnold, MAM, CAE jeff@leadingassociations.com

2 Key outcomes At the end of this session, you ll be able to: Think strategically Act strategically Stay focused, follow-up and follow-through Build a visionary staff that focuses on strategy as well as operations Work with clarity of purpose and direction

3 Three Areas of Focus Today Personal Departmental/Divisional Organizational

4 What it Means to Lead Strategically

5 On a personal level, thinking strategically means... Maintaining a broad perspective on every aspect of your daily work. Which requires: Understanding your organization s strategic vision Aligning your team Aligning yourself

6 Why Every Manager Needs to Think Strategically Ensure your group s work aligns with the overall organizational strategy Make smart long-term decisions that align with the goals of the rest of the organization Gain your team s commitment to supporting your decisions Boost your group s performance and results Focus your daily work

7 Why is Strategic Thinking So Hard? I DON T HAVE TIME.

8 Don't just do something. Sit there.

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11 Strategic Thinking

12 On a daily basis, focus on the Big Rocks first (Quadrant 2) Pressing Issues Key deadlines Unnecessary meetings Surfing the internet Most Q1 Q2 Q3 & Q4 Q2 Strategic thinking Relationships Self-Development Recreation

13 Personal Traits of Strategic Thinkers Curiosity Consistency Agility Future focus Outward focus Openness Breadth Questioning

14 Are You a Strategic Leader?

15 Agile and Consistent High Unfocused Strategic Agility Low Unreliable and Uninspired Rigid Low Consistency High

16 3 Key Strategy Myths

17 Myth #1 Being strategic requires having a Strategic Plan.

18 Three Elements of Strategic Leadership Strategic Intent Strategic conversation Aligned action

19 Myth #2 Creating strategy is about making operational improvements.

20 x

21 What s the Difference? Strategy Possibilities Choices Priorities Outcomes Process Improvement Options Decisions Processes Outputs

22 Myth #3 Having a strategic plan is the same as being strategic

23 Outcome-Focused Approach Begin with the end in mind The key to strategic thinking, strategic management and strategic leadership

24 What IS is irrelevant. What is POSSIBLE is what matters. Build what you want, not what you know.

25 In the beginner's mind there are many possibilities. In the expert's mind there are few. - Shunryu Suzuki

26 Purpose of Strategy Develop an edge that differentiates your organization from others Anticipate changes and position the organization to respond

27 If I had an hour to solve a problem and my life depended on the solution, I would spend the first 55 minutes determining the proper question to ask, for once I know the proper question, I could solve the problem in less than five minutes. ALBERT EINSTEIN

28 Operational vs. Strategic Operational Questions: Who What Where When How Strategic Questions: Which Why Strategic decision-making is about analyzing and prioritizing your choices (which), then justifying (why) you made those choices

29 Negligible Moderate Major Game Changer Core Competency Alignment High Moderate Low None Impact

30 Less is More Some things to all people All things to all people Some things to some people All things to some people

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33 Where Do I Start?

34 Strategy isn t what you say, it s what you do.

35 Alignment

36 Everyone Has a Role Performing that role well means asking: 1. What is the strategic intent of the leadership? 2. What are the key choices that I make in my area? 3. How do I align my choices with those in leadership? 4. How can I best align my team with those choices?

37 Event Department Mission Example Our mission is to provide the finest service, event planning, and creative cuisine available.

38 Strategy Development Process Gather Data Adjust or Sustain Strategize Execute

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40 Sample Data Sources Gather Data Evaluation of department processes Customer feedback Surveys Focus groups Sales data Website statistics SWOT analysis External Trends

41 Situational Analysis: SWOT Sample from Episcopal Conference Center Strengths: Programs have changed, but identity of camp has remained consistent Welcoming community/nurturing environment Place of Acceptance, true self emerges Beautiful lake-front property Loyal, hard-working staff Devoted alumni Commitment to providing scholarships/affordable rates Opportunities: City Camp development Adult programs to increase connection to camp Parish collaborations Persistent need for retreat and respite in/from modern life Environmental education Weaknesses: Lack of cohesion between camp and the diocese Lack of cohesion between camp and diocesan churches Facilities in need of major improvement Lacking a sustainable financial model Low salaries are a risk to staff retention Alumni devotion can lead to sense of closed community Threats: Over reliance on diocesan funds Increasing secularity of culture/relevant vision in society Competition with other camps/opportunities Competition with generally overscheduled lives

42 Internal Environmental Assessment Sample from a state university Issue Identified Declining state funding for higher education Increasing competition from private and public organizations, including other university units in the state Rising customer expectations Increasing focus on accountability and the ability to report measurable data Significant commitment to extending our programs nationally and globally Need for a more diverse and skilled workforce View of the center within the university community as only a place and not a place with program content expertise Potential Strategies to Address Issue Increasing need to be entrepreneurial and self-sufficient Continually uncover new markets and capitalize on existing products and services, as well as need to focus on business practices and data management Streamline business processes to be responsive to customer needs More sophisticated data management system Demands utilization of existing and new technologies to more easily connect with a global audience Reach out to different markets, providing encourage professional development, increase cultural knowledge s, language skills and marketing, understand and develop programs across generational working and learning styles Seek more program collaboration and educational partnership opportunities within the university

43 External Environmental Assessment Sample from a state university Issues Identified: State government is focusing increasingly on efficiency, customer service, cost effectiveness and accountability Changing demographics and an increasingly multicultural environment Rising customer expectations Cyclical nature of the US and world economy Increasing competition from private and public organizations Increasing technology capacity and demand Increasing energy costs

44 Strategize What makes you different?

45 Market Responsiveness Product or Service Superiority Production Efficiency 9 Differentiators Natural or Human Resources Market Dominance Short Term Profit Method of Sale Distribution Methods Technological Advantage

46 What trends are reshaping the marketplace and are we positioned to succeed?

47 Successful Meetings 2018 Meeting Trends 1. Keeping up with the evolution of meetings technology 2. Providing quality meetings on limited budgets 3. Managing safety and security risks 4. Creating compelling meeting content 5. Proving ROI for meetings 6. Negotiating with suppliers

48 ACCED-I Member Trends Influx of hotel building Privatization of dorms, parking lots, food service, etc. Co-opetition with other campuses Becoming multi-hatters in our jobs Lots of options for education Youth protection/minors on campus Government requirements-ncaa, Title IX Campus safety

49 Now That You Have a Strategic Mindset... What are key strategic issues facing your institution?

50 Execute Strategy vs. Tactics Strategy involves the big picture the choices the organization has made to achieve its goals and objectives Tactics are the actual ways in which the strategic choices are acted upon

51 3 Key Elements for Execution Outcomes Owners Timelines

52 Sample Goal/Objectives Format Goal 1: Enhance collaboration and engagement with our global business partners. Ownership: University Conference Center staff Timeframe: April 2019 Key Objectives/Milestones: 1. Broker significant and timely collaborations with the university s other branches to strengthen the University s outreach impact in the state. Timeframe: 3 primary units, Dec Secondary units, Oct 2019 Owner: Branch Relations Director 2. Seek business relationships and collaborative partnerships in order to expand the reach of our programs and services. Timeframe: October 2018 Owner: Center Director

53 Strategic focus should include no more than 3 or 4 areas less is better

54 Strategic Conversation: It s Not Just for Retreats Anymore Adjust or Sustain Staff Meeting Agenda Welcome/Introductions Follow up from previous meeting Strategic focus areas discussion: 1. New market segment 2. Unique service offering 3. Specialized staffing

55 Strategy Pacing Calendar Green = Strategic Plan Black = Operations January February March April May June Final Budget Approval July August September October November December Staff Performance Reviews Strategic Planning Retreat Goal 1, Objective 1 due date Goa1 3, Objective 1 due date Goal 2, Objective 1 due date Draft budget presented

56 Align Strategy and Resources Business Plan Strategic Focus Area Budget Staff Priorities

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