of Strategic Planning Workshop Overview
No matter how well
the strategy is designed, it is people that make it work. It is one
thing for business leaders and senior management teams to develop
new strategies. It is quiet a challenge to have them successfully
implemented. Many strategies fail to deliver their full potential.
This can be traced back to four critical success areas.
They fail because;
The mission or strategy is vague or unclear. People are not sure
what they need to do to support them day-to-day.
The values described in the vision, mission and goals are at odds
with the existing values and beliefs guiding behavior within the
There are no measures to help staff mark progress toward goal
There is no reinforcement for behaviors supporting change.
During this week we
will build the capability and camaraderie necessary to achieve the
full potential of your vision, mission and goals.
1. Don’t expect your
new mission, strategy or goals to be successful if staff members
don’t understand what they need to do to drive success.
Imagine you and the
other senior managers have recently developed a new vision and
strategic plan. It was a lot of work and took more time than you
anticipated. It was rolled out to all departments a few weeks ago.
You decide to ask several frontline staff members how their work
supports the new vision and strategy. After asking several staff
members for their comments you realize they are all saying the same
thing in different words. “I’m not sure, my job hasn’t changed.” If
work priories and recognition of those priories do not change, then
mission and strategies are at best, window dressing.
In our session,
will develop frontline metrics that measure and align daily work
activities with the key success factors driving your mission,
strategy and goals.
2. The values
described in the vision, mission and goals are at odds with the
existing values and beliefs guiding behavior within the
It is not uncommon
for one section of an organization to have values very different
from another section. Values are the unwritten rules that guide
behavior. For example most people enter an elevator stand against
the back wall avoiding eye contact and seldom speak to other
passengers. A business value such as “It doesn’t matter how you get
there as long are you get results”, have the potential for binding
people together or ripping them apart. Corporate culture is based on
the beliefs and values that are reinforced by management. Senior
managers reinforce a set of values through the decisions the make,
reports they read, promotions and recognition they give to a few
staff members. The purpose of stating corporate values is to
increase self management. If staff members are recognized for
initiative supporting corporate values it provides meaningful
examples for others to follow. Common bonds develop between those
that share similar values. Aligning the personal values of staff
members with corporate values is a skill that marks the measure of a
We will develop
leadership skills that identify and strengthen connections between
personal values supporting our vision, mission and strategy.
3. There are no
measures to help staff mark progress toward goal achievement When I
was a young boy, my family would take long trips from Florida to
Mississippi to see my father’s family. It seemed to take forever. I
am sure my father got tired of hearing, “Are we there yet”. Adults
need a road map in order to plot progress toward the goal. Setting
measurable goals focus our efforts and motivate us. Without goals
employees lose interest and focus on things that are more rewarding
to them. When goal achievement is a long way off staff need to be
focused on near term actions that drive goal achievement. When you
are close to achieving a goal, the desire for success alone can
drive effort. When pursuing a long term vision or strategy focuses
employee efforts on immediate actins that drive long term success.
In our session, we
will identify ways to plot progress and keep staff informed of
progress toward goals achievement.
4. There is no
reinforcement for behaviors supporting change.
Commitment can be
defined as the persistence of staff to pursue a goal. We can observe
this in a number of ways. For Example: The wiliness of staff to
continue working toward goals after their initial efforts fail.
Commitment can also be observed by noting the frequently staff
members are distracted by working on low value tasks?
Rewarding those that
achieve goals tell us little about the behavior taken to get there.
Some organizational culture emphasize results so much that cheating
develops as a part of their culture. Rewarding results alone may not
reinforce the behaviors that drive success in the future. Research
shows that staff members who are rewarded for putting in extra
effort are more industrious and honest than those that have not been
rewarded in this way.
We will create a
reward structure that ensures staff members who put in extra effort
are recognized. Reinforcing effort creates an achievement driven
culture that also values honesty and commitment.
Leadership is not a
position. The leadership tools and techniques taught in this session
are not difficult to understand. Leadership is a skill that can be
learned. However, anyone expecting to master them will be required
to practice them on the job. Several research studies have confirmed
that becoming an expert in any field requires 10 years or 10,000
hours of practice. If the last statement above discourages you read
what Calvin Coolidge said below.
“Nothing in the
world can take the place of persistence. Talent will not; nothing is
more common than unsuccessful people with talent. Genius will not;
unrewarded genius is almost a proverb. Education will not; the world
is full of educated derelicts. Persistence and determination are
omnipotent. The slogan “Press On” has solved and always will solve
the problems of the human race.”
back to top