01 26 16 strategic planning slides

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WELCOMEJoey Pauley M.A.

Principle - Applied Leadership Teams


WHAT DO YOU WANT TO PLAN FOR?

• Personal ?

• Professional?

Use the blank sheet in from of you to brainstorm a few ideas of what you want to plan for.

• Organizational ?

• Community?


STRATEGIC PLANNING TOOLSJoey Pauley M.A.

Principle - Applied Leadership Teams


“ “Anonymous

If you don’t know where you are going, any direction will do.


APPLIED LEADERSHIP TEAMS Helping people & their organizations make the changes they need to create the future they want by facilitating:

• Strategic conversations

• Effective collaboration

• Personal leadership


LEARNING GOALS• To understand how planning has changed.

• To learn about the Six Key Planning Tools.

• To get some practice in using these tools to create the future you want.

• To talk about strategies for when it all goes to …in a hand basket!


AGENDA• How planning has changed

• Introduction to planning tools

• Trying out the tools

• Trying out the tools some more

• What happens when it all goes to …

• Evaluation and closing

• Adjourn


THE FUTURE AIN’T WHAT IT USED TO BE…

How have things changed over the past ten years in…

• Your life

• Business

• Technology

• The US

• The world


CREATING THE FUTURE: THEN & NOW

Then:

• Look at past & extrapolate

• Assume continuity

• Plan for 5-10 years

• Plan & command

• Silo planning

Now:

• Look to the future and envision

• Assume rapid change

• Plan for 18 months

• Involve & collaborate

• Matrix planning


STRATEGIC PLANNING…

Then: a way of giving logical direction for people to implement.

Now: a way of gathering & aligning human energy towards an important goal


WHAT DO YOU WANT TO PLAN FOR?

• Personal ?

• Professional?

• Organizational ?

• Community?

Select something you want to plan for. Tell us about that thing.


“ “Peter Drucker

The only way to predict the future is to invent it.


GUESS WHAT? NO MATTER WHAT THE OBJECT OF YOUR PLANNING, THE

TOOLS ARE THE SAME!• Mission: What you do, for whom and (generally) how

• Vision: A picture in your mind of how you want things to be

• Goals: Broad statements of what you want to achieve

• Strategies: How you’re going to achieve these goals

• Objectives: Specific statements of what you will do

• Performance Measures: How will you know if you’ve succeeded


GUESS WHAT? NO MATTER WHAT THE OBJECT OF YOUR PLANNING, THE

TOOLS ARE THE SAME!

Performance Measures

Objectives

Strategies

Goals

Vision

Mission


A STRATEGIC PLAN FOR MY GARDEN

An exercise in how mission, vision, goals, objectives and performance measures all work together…


MISSION• Goal : Want to have a garden

• What’s my garden mission?

• To have a beautiful garden for the enjoyment of my family, my friends and myself.

Why is it important to know my mission?


I ENVISION…I picture myself in the summer, sitting under the shade of an deciduous tree. I am sipping ice tea with organic mint picked from my own garden. I smell hop cones while I wrap the vine around the twine it crawls up.

This is my vision—why is it important?


OVERARCHING GOAL• To design a relaxing garden and outdoor space that will

naturally thrive in the Pacific Northwest and that I can personally maintain.

How did this goal derive from my mission and vision?


DEVELOPING STRATEGY: CURRENT REALITY

Strengths • Good land and soil • Strong desire to have

sustainable landscaping • Friends in landscaping • Hops already planted

Weaknesses (Vulnerabilities) • Don’t know much about local

plant varieties • Don’t have landscaping

background • Don’t have a lot of time to learn

(full time job!)

Opportunities • Learning about sustainable

gardening • Creating a gathering place for

my peoples • Longer term savings

Threats • If not done right, lots of problems

& unintended costs • Some gardeners aren’t good at

this—I could be fooled.


ALTERNATIVE STRATEGIES—HOW MIGHT I GO ABOUT REACHING MY

GOAL?• Design the garden myself after research and get some friends

to help me do the work after I’ve designed it; or

• Find a good landscape gardener with experience in indigenous plants to collaborate on design and planting the garden.

How might my SWOT help me determine my strategy?


OBJECTIVES: SHORT TERM GOALS—FLOWING FROM MY STRATEGY—THAT WILL GET ME TO MY

OVERARCHING GOAL!

• By January 1, get bids from 3 possible gardeners who all know indigenous plants and who can meet my timeframe and budget.

• By February 15, select gardener based on price and “fit”.

• By July 4, have my first successful garden party!


PERFORMANCE MEASURES• How will I know if I have succeeded in achieving my overarching

goal…

• To design relaxing garden and outdoor space that will naturally thrive in the Pacific Northwest and that I can personally maintain…

• Based on my garden mission…

• To have a beautiful garden for the enjoyment of my family, my friends and myself.


YOUR TURN


YOUR MISSION SHOULD

• Answer 3 questions:

• What you want to do?

• For whom are you doing it?

• How (generally) will you do it?

• Be brief;

• Be crafted by the right people; and

• Inspire!


SAMPLE MISSIONS My Work

My mission is to help people and their organizations make the changes they need to create the future they want by facilitating strategic conversations and effective collaborations and coaching for personal leadership. (I wrote this myself.)

Facilities Department, Nursing Home

Our mission is to make sure that our physical plant & grounds work well & are beautiful for our patients by assuring high level customer service & effective maintenance services. (Management team wrote this and discussed with staff.)


CREATE YOUR MISSION• Write your mission on your strategic

plan template.

• Read it to your planning partner.

• Ask each other:

• Does it answer the three questions?

• Does it inspire you?

• Who else might you engage in crafting this mission?

• What you want to do?

• For whom are you doing it?

• How (generally) will you do it?


VISION• A vision is a picture of a preferred future.


SAMPLE VISIONSMy Work

I am writing my memoirs. There are chapters that tell the story of awesome leaders and teams who built creative and trusting relationships. Together, they walked through their dark nights to find new, creative and compassionate ways to do their work together. Lots of stories, full of heart, some very funny and all full of meaning and the beauty of the human spirit. I feel content and honored to have played a part in helping these leaders and teams succeed together. (I envisioned this myself)


We are having a celebration of our department today because we have done such a good job of achieving our mission. The buildings are all freshly painted and we’ve installed solar panels for sustainable electricity. The gardens are planted with flowers & patients are walking along our paved, accessible trails. Doctors, nurses and patients join in our celebration, all appreciating our work. (Facilities director did this with staff at a retreat!)


VISION• A vision is a picture of a preferred future.

• Close your eyes, relax and picture the future state you want to create.

• Jot down what you (and others) see, hear, and experience in this desired future.


YOUR VISION1. Write your vision on your template.

2. Read your vision to your planning partner.

3. Just savor your visions together!

4. Who else might you engage in envisioning this future?


SETTING GOALS• Review your mission and vision.

• Your goals are the “what” you want to achieve:

• Goals can be somewhat broad and longer-term.

• They start with an action word.

• They are designed to achieve your mission and move towards your vision.

• You are committed and able to work towards them.


SAMPLE GOALS My Work

•To maintain a vibrant consulting practice that includes design, facilitation, coaching and teaching.

•To work with people and organizations doing work that is important to our collective future


• To install sustainable energy in our all of buildings.

• To make cosmetic improvements within budget that will facilitate a more pleasant daily life for our patients.

• To design & plant an aesthetically pleasing garden that is accessible to patients with motor disabilities.


WRITE YOUR GOALS• Review your vision and mission

• Write 1-3 goals on your strategic planning template.vi

• Share them with your planning partner.

• Ask each other:

• Do the goals start with an action word?

• Do they help you achieve your mission and move towards your vision?

• How committed are you to these goals?


“ “Anonymous

Hope is not a strategy.


STRATEGIESYour strategies are “how” you will achieve your goals.

• Review your Current Reality (SWOT)

• Think of alternative ways you can achieve each goal. Write down those ways.

• Based on your Current Reality, select a strategy (strategies) that will work for you.



Strengths • A wide network of clients and

colleagues • Strong relationships • Good references • Always in learning mode!

Weaknesses (Vulnerabilities) • Sole practitioner so scope of

work is limited • No strategy for moving into new

areas, like coaching • Not very good at marketing—

how much effort do I want to put into marketing?

Opportunities • Coaching certificate programs—

excellent ones on the West coast ongoing clients call me back to do additional work and refer me to others

• Colleagues who want to partner with me

Threats • Increasing numbers of

organizational change consultants

• Consulting firms with “snazzy” charts and graphs, bells and whistles


SAMPLE STRATEGIESMy Goal: To maintain a vibrant change consulting practice that includes design, facilitation, coaching and teaching

• Create a series of marketing seminars to further my network

• Keep my learning up through continuing education to stay on the cutting edge of the field

• Maintain ongoing relationships with clients with whom I have done the richest change work



Strengths • Highly skilled engineers • High level of loyalty to the Home

Interest in sustainable energy

Weaknesses (Vulnerabilities) • No current “sustainable energy”

expertise • Financial resources

Opportunities • Retain highly skilled engineers

by upgrading skills for future • Ability to save money for the

Home through energy efficiency

Threats • Rising costs of energy—needs to

be done quickly • Engineers leave because they

become less relevant


SAMPLE STRATEGIESFacilities Department Goal: To install sustainable energy in our all of buildings.

• Hire an alternative energy specialist as a part of our staff and have him/her create a sustainable energy plan for our entire campus and put that person in charge of maintaining the system

• Train a team of our current engineers in sustainable energy and have them work as an ad hoc task force to design the system and train us in maintaining it.

• Hire an outside consultant to design a sustainable energy plan for us and teach us how to implement it effectively over time


YOUR STRATEGIES1. Select one goal of yours.

2. Do a SWOT Analysis of Current Reality

3. Brainstorm strategies to achieve your goal.

4. Discuss your SWOT with your planning partner.

5. Together, select a strategy (strategies) that work for you!


OBJECTIVES• These are the short term goals to implement your strategy & serve your

overarching goal(s).

• Objectives are also called SMART goals.

• Specific

• Measurable

• Aspirational

• Realistic

• Time bound


SAMPLE OBJECTIVES My Work

• Successfully complete a course to get certified by the International Coach Federation by December 2011.

• During 2012, set up follow up meetings with all clients from 2010-2011 to find out how they/their teams are doing and talk about other potential projects.


• By June 2012, send a team of selected engineers through Department of Energy training on sustainable energy planning.

• By winter 2013, complete sustainable energy plan, including budget and timeline, for approval by senior management committee.


YOUR OBJECTIVES1. Take one of your strategies to achieve one of your goals.

2. Write down at least one objective that will implement that strategy.

3. Review your objective(s) with your planning partner & get feedback on them. Are they SMART?


PERFORMANCE MEASURES• Ask the question: How will I know if I have succeeded in

achieving my goals?

• Measures may be quantitative (I met my deadlines; I made X dollars) or qualitative (Patients gave us many compliments about the accessible gardens)

• Measures can be...well...tracked and measured in some way!


SAMPLE MEASURES My Work

• ICF certification granted

• X number of new/returning clients


• Engineering team successfully completed training and “gelled” as a team.

• Team developed a set of recommendations on time and in budget.

• Senior management accepted at least some of the recommendations.

• X dollars in energy costs saved in year 1.


YOUR MEASURES1. Write down 1-3 ways that you will measure success in

achieving either a major goal or your entire mission/vision.

2. Read it to your planning partner.

3. Discuss: Is it measurable? Will it really show success?


WHAT HAPPENS WHEN IT ALL GOES TO ....

Go back to your mission, vision and overarching goals.



• Create forums for conversation among the people affected.

• Ask, “How can we still meet our mission and move towards our vision?



• Tweak your strategies and objectives based on these conversations…or toss them and take a few steps in the dark…


BEYOND THE TOOLSPlanning has a spirit

Beneath statistics and pie charts.

It is the spirit of choice—

Hope over despair

Creativity over convention

It is the spirit of possibility—

Potential futures

What if we could...?

And even in the dark of not knowing

You can see its hallmarks...


“ “Otto Scharmer

Open Mind

Open Heart

Open Will


ENJOY THE JOURNEY!

01 26 16 strategic planning slides

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