Personal Strategic Personal Strategic PlanningPlanning

A Colloquium PresentationA Colloquium Presentation

Prof. Phillip R. Rosenkrantz Prof. Phillip R. Rosenkrantz Industrial & Manufacturing Industrial & Manufacturing Engineering DepartmentEngineering Department

Cal Poly PomonaCal Poly Pomona

Personal Strategic PlanningPersonal Strategic PlanningOutlineOutline

Introduction Introduction Definition of Success Definition of Success Planning Planning Teamwork Teamwork Time Management Grid Time Management Grid Strategic Planning GridStrategic Planning Grid Recommendations for Personal Recommendations for Personal SuccessSuccess

IntroductionIntroductionSome Basics:Some Basics:

Some people are consistently successful because Some people are consistently successful because of qualities and abilities they have developed in of qualities and abilities they have developed in addition to their education and experience. addition to their education and experience.

Value, as perceived by the customer, will Value, as perceived by the customer, will determine your worth. determine your worth.

Genuine career happiness comes from achieving Genuine career happiness comes from achieving personal goals in harmony with organizational personal goals in harmony with organizational goals. goals.

The objective of this presentation is to present The objective of this presentation is to present some strategies that a professional can use to some strategies that a professional can use to improve their chances of a productive career.improve their chances of a productive career.

First: Food For ThoughtFirst: Food For Thought

Four QuestionsFour Questions

What is the definition of “Success”?What is the definition of “Success”?Paul J. MeyerPaul J. Meyer

The progressive realization of The progressive realization of • worthwhile, worthwhile, • predetermined, predetermined, • personal goals, and…personal goals, and…

being well balanced in the six major areas being well balanced in the six major areas of your life:of your life:• mental, physical, spiritual, family, social, and mental, physical, spiritual, family, social, and

career/financial career/financial

– Paul J. MeyerPaul J. Meyer

Do CEO’s who makes 100 times more Do CEO’s who makes 100 times more than the average professional in the than the average professional in the company know 100 times as much?company know 100 times as much?

No. They are just a little better No. They are just a little better than anyone else. than anyone else.

Statistically, the best product, Statistically, the best product, service or performance is usually service or performance is usually not far ahead of second place. not far ahead of second place.

The key is the winning edge.The key is the winning edge.

What are the qualities of a great What are the qualities of a great leader?leader?

Understands the Big Picture. Understands the Big Picture. Has vision and is a systems thinkerHas vision and is a systems thinker The ability to effectively empower, The ability to effectively empower,

develop, and lead people/teams.develop, and lead people/teams. A great leader is able to see the context A great leader is able to see the context

of the situation they are in -- whatever of the situation they are in -- whatever that is -- and react accordingly. They that is -- and react accordingly. They ADAPT to the situation and those they ADAPT to the situation and those they lead.lead.

Seven Habits of Highly Successful Seven Habits of Highly Successful People by Steven CoveyPeople by Steven Covey

Habit 1 - Be Proactive Habit 1 - Be Proactive Habit 2 - Begin with the End in Mind Habit 2 - Begin with the End in Mind Habit 3 - Put First Things First Habit 3 - Put First Things First Habit 4 - Think Win/Win Habit 4 - Think Win/Win Habit 5 - Seek First to Understand, Habit 5 - Seek First to Understand,

Then to Be Understood Then to Be Understood Habit 6 - Synergize Habit 6 - Synergize Habit 7 - Sharpen the SawHabit 7 - Sharpen the Saw

So. What can be done to develop So. What can be done to develop more of these qualities?more of these qualities?

Personal LeadershipPersonal Leadership• Personal Strategic Planning combines strategic Personal Strategic Planning combines strategic

planning and time management together.planning and time management together. • Know where YOU fit in the organization and on Know where YOU fit in the organization and on

your team. your team. • Continuous improvement in all six areas of life Continuous improvement in all six areas of life • Become a student of leadership and Become a student of leadership and

management styles management styles • Find a one or two mentorsFind a one or two mentors• Read and take notesRead and take notes

Let’s Look at Strategic PlanningLet’s Look at Strategic Planning

Where are we now? What is in the future?Where are we now? What is in the future?• Environmental Scan/FuturesEnvironmental Scan/Futures• Focus Groups (internal and external) Focus Groups (internal and external) • Surveys Surveys

Assessment/Inventory/SWOT Assessment/Inventory/SWOT • Strengths Strengths • WeaknessesWeaknesses• Opportunities Opportunities • ThreatsThreats

Strategic Planning Steps - cont’dStrategic Planning Steps - cont’d

Vision Vision • Pie in the Sky Pie in the Sky

Mission Statement Mission Statement Organizational Goals Organizational Goals

• Brainstorming & Refinement Brainstorming & Refinement Operational/Departmental PlansOperational/Departmental Plans

• The “walkabout”The “walkabout” ImplementationImplementation

Personal StrategicPlanning Basics (in Personal StrategicPlanning Basics (in Priority Order)Priority Order)

Self AssessmentSelf Assessment Mission & Vision Mission & Vision

• Personal VisionPersonal Vision• Mission Statement (long range-Mission Statement (long range-

lifetime)lifetime) Goals Goals

• Personal Personal • Organizational Organizational

Personal Planning Basics (in Order) - Personal Planning Basics (in Order) - Cont’dCont’d

Plans (tactical) Plans (tactical) • Personal Personal • Personal Time Management Personal Time Management • OrganizationalOrganizational

Teamwork/Organizational Teamwork/Organizational AssessmentAssessment

Your expections should vary based Your expections should vary based on what type of an organization on what type of an organization you are in. Set Goals accordingly.you are in. Set Goals accordingly.

Be realistic.Be realistic. Look for opportunities.Look for opportunities. If the fit is bad, change companies.If the fit is bad, change companies.

Team Orientation / Learning Team Orientation / Learning CommunitiesCommunities

Leadership - Leadership - • Long-term success requires good leadership. Long-term success requires good leadership.

Teamwork -Teamwork -• Effective andempowered teams responsible for Effective andempowered teams responsible for

problem solving and product development. problem solving and product development. Culture -Culture -

• Core values and operating norms. Sense of Core values and operating norms. Sense of community.community.

It is important for you to know the status of It is important for you to know the status of each so you can assess your future.each so you can assess your future.

Teamwork Stages of An OrganizationTeamwork Stages of An OrganizationLow >>>>>>>>>> Team Focus Low >>>>>>>>>> Team Focus

>>>>>>>>>> High>>>>>>>>>> High

S ta ge 1 S ta ge 2 S ta ge 3

E x ter na l

In te rn a l

Stage 1 Organization -Stage 1 Organization -

Low Team Focus Low Team Focus

No vision, mission or strategic focus. No vision, mission or strategic focus. Organizational goals unclear. Organizational goals unclear. Disorganized with individuals doing Disorganized with individuals doing

whatever they think is best for them or whatever they think is best for them or their unit. Weak core values. their unit. Weak core values.

Customer is an afterthought. Customer is an afterthought.

Stage 2 Organization -Stage 2 Organization - Moderate Core Value Development and Moderate Core Value Development and

Team Effort Team Effort

Some teams formed. Some teams formed. Some training at the interpersonal level. Some training at the interpersonal level. No real sense of mission toward No real sense of mission toward

corporate objectives. corporate objectives. Customer is important but customer Customer is important but customer

satisfaction is not the goal of all satisfaction is not the goal of all subgroups. subgroups.

Upper management does not understand Upper management does not understand modern tools-- but pretends to anyway.modern tools-- but pretends to anyway.

Stage 3 Organization -Stage 3 Organization -A Learning CommunityA Learning Community

Shared Vision (e.g., Xerox)Shared Vision (e.g., Xerox) Effective Teamwork and Strategic Planning. Effective Teamwork and Strategic Planning. Core values important and well integrated Core values important and well integrated

into the company’s corporate culture. into the company’s corporate culture. Internal and external customers important.Internal and external customers important. Willingness to use TQM tools. Willingness to use TQM tools. Sense that everyone succeeds or fails Sense that everyone succeeds or fails

together.together.

Time Management Grid

Urgent Not Urgent

Important(primaryactivitiesbased onstrategic

plan)

ICrises, Problems, Deadlines

Results: Stress & Burnout ifdominant, crisismanagement, putting outfires

II "Quadrant ofQuality"

Planning, PreventionNew Ideas, True re-creation,

Results: Vision,Perspective, Balance,Control, Few crises

NotImportant

(do notcontribut

e tostrategic

plan)

III "Quadrant ofDeception"Interruptions, Some mail,some reports, Somemeetings, Many popularactivities

Results: Short term focus,lack of meaningful results,see goals and plans asworthless,

IV "Quadrantof Waste"Trivia, busywork, Junkmail, email, Somephone calls, Escapeactivities

Results: totalirresponsibility, easilyfired, others get the jobdone

Strategic Quality Grid

Urgent Not Urgent

Important

InternalOffensive

ExternalOffensive

InternalDefensive

ExternalDefensive

NotImportant

Urgent Not Urgent

Important

InternalOffensive

ExternalOffensive

InternalDefensive

ExternalDefensive

NotImportant

Quadrant II - Strategic Quality Grid

Internal External

OffensiveStrategies(expansion,creativity, new

markets)

FlexibilityEnhancementSpeed up processes,Lead in innovation,Reduce critical path,Reduce cycle time

MarketExpansionInnovation,Emergingtechnology,Outreach, Marketresearch

DefensiveStrategies

(preventloss,

maintainshare, "rightresponse")

Waste PreventionCost control, Reducedefects, Improvecommunications,Reduce variation

CustomerRetentionResponsiveness,Meet customerneeds, metrics andtracking

Affinities in the Strategic Planning Grid

Internal External

OffensiveStrategies

FlexibilityEnhancementManagersInnovatorsEngineers

MarketExpansionCEOSales Managers“Visionaries”

DefensiveStrategies

WastePreventionAdministratorsAccountantsEngineers

CustomerRetentionCustomerServiceManagers

RolesRolesFirst Things First - Steven CoveyFirst Things First - Steven Covey

Define Your Roles - Brainstorm and identify all Define Your Roles - Brainstorm and identify all the roles you have in your life. Then identify the roles you have in your life. Then identify the major or key roles. Keep total to seven or the major or key roles. Keep total to seven or less: less: • Major Personal Roles (father, husband, Major Personal Roles (father, husband,

coach, writer, etc.) coach, writer, etc.) • Major Corporate Roles (team leader, Major Corporate Roles (team leader,

supervisor, trainer) supervisor, trainer) • Add: Sharpen the Saw (exercise, reading, Add: Sharpen the Saw (exercise, reading,

conferences, etc.)conferences, etc.)

Roles (cont’d)Roles (cont’d)““First Things First” - Steven CoveyFirst Things First” - Steven Covey

Using your personal and corporate Using your personal and corporate strategic plans and program goals, strategic plans and program goals, identify weekly goals for each role. identify weekly goals for each role. • Plan each week by scheduling for your goals Plan each week by scheduling for your goals

first (Quadrant II). Combine as much as first (Quadrant II). Combine as much as possible. Include time for Sharpening the possible. Include time for Sharpening the Saw. Saw.

• Follow your plan and make changes based Follow your plan and make changes based on priorities (mission and goals)...staying in on priorities (mission and goals)...staying in Quadrants I & II. Avoid Quadrants III & IV.Quadrants I & II. Avoid Quadrants III & IV.

Summary of Personal Strategic Summary of Personal Strategic PlanningPlanning

Develop a personal mission statement Develop a personal mission statement Set meaningful goals in the six areas of Set meaningful goals in the six areas of

your life your life Identify your 7 major roles Identify your 7 major roles Set two realistic goals per week for each Set two realistic goals per week for each

rolerole Plan the weekPlan the week Manage the dayManage the day