"A plan is a point from which to deviate." "No plan survives first contact." "Strategic planning is a waste of time."
Strategic planning is the most important processes any organization can do and it's the leader's most important leadership responsibility. With that said, would it surprise you that I actually agree with these sentiments? The first two are correct for any organization. A plan is just that, a plan and leadership must be flexible enough to know they can't ignore reality. It's also true that plans and reality can conflict, and when that happens the successful organization will adapt. The unsuccessful one will cling to the plan.The third quote is one I've heard a lot in one form or another and it's often correct. Not because planning is wrong, but because it is done incorrectly. In fact, when I first started learning and practicing strategic planning over 20 years ago I saw more than one organization for which planning was a waste of time, not because planning is a waste, but because of ineffective processes and implementation.I was very fortunate years ago to work with someone who really understood strategic planning. He taught me the basics, and more importantly, how amazingly effective a good planning process can be. In the intervening years I've refined that earlier process; modifying techniques that I found didn't work well or tended to derail the process. What has emerged is a model that I've used in many different organizations and that has proven to be effective.The model consists of 10 steps.Planning to Plan - Get ready to create a strategic plan. Determine the appropriate leadership team, consider organizational culture, and handle logistics requirements.The Vision - If nothing stood in the way, what does the senior leader really want to accomplish?The Mission - Describe why the organization exists and what it does.The Values - What basic ethical principles are at the heart of how the organization operates?Suppliers and Customers - A brief review of who gives and receives services.Bumps/Roadblocks - What is likely to be in the way of mission success?Goals and Objectives - Realistic, Reasonable, Measureable, Accountable steps to mission success.Spread the Word - How will everyone know the plan; how will they help it succeed?Tracking and Assessment - Know if goals and objectives are being accomplished.Follow-Up - Hold people accountable.If you've done any study of strategic planning you'll notice that there are a couple of steps that everyone considers essential these days but are not in this model. Most planning models today include a Strengths, Weaknesses, Opportunities, and Threats (SWOT) and core competency analysis. These steps were not in the strategic planning process I first learned, but were added later. They shouldn't have been.It's important to understand that a strategic plan is the fundamental document for everything else the organization does. It is not a marketing plan, though the two are often combined to the detriment of the organization. The SWOT analysis tends to bog down the process and lead senior executives into a period of hand-wringing and angst that is unproductive. It's also quite time consuming and can cause the whole process to fall apart.They set limits.The purpose of strategic planning is to move forward. These two processes establish a status quo that often appears to the organization as the parameters everyone must live within. What if years ago Apple had said their core competency was building computers and music players and mobile phones were just not part of that? Or suppose Google had said that a SWOT analysis revealed that Apple was such a big threat that they should just forget Android and stick to search engines?If you're leading an organization and you don't have a strategic plan, you're neglecting one of your most critical leadership responsibilities.
Leading for Dollar$!
Excerpts from the introductory leadership course that will develop energized leaders, engaged employees, and more profits.
Preparing to Lead
Have you noticed your boss is treating you a little differently now that you have a new role in the organization? There's a good reason for that. Your responsibility level has changed and your boss recognizes that. Where you were responsible for a certain job before, you are now responsible to ensure things get done and, more importantly, for the people that make it happen. This will really hit home when you find yourself explaining why someone did or didn't do something.
So, what should you do as a leader to ensure a good relationship with the boss?
The first step is to schedule time with the boss to discuss his or her expectations. At this meeting, make sure you completely understand what your boss wants you to do, but also use this time to get a feel for what your relationship with him or her should be. During this meeting you should be primarily in the listening mode. Any input should usually be in the form of questions.
Take notes during this meeting. Yes, it will impress the boss, but that's not the reason. The notes will allow you to look back on that initial conversation to clarify questions that might arise. That isn't to say the single meeting will be the only time you need to ask this question, but it will provide a memory jogger, especially concerning your general impressions.
Here are some things your boss will probably expect.
1. Don't come running to your boss with every little problem that arises. As a leader, you're expected to be able to deal with some issues on your own. If you've seriously considered the situation and honestly don't have a solution, or maybe you feel the solution is beyond your authority, then elevate it. However, the boss will appreciate it if you have suggested solutions as well.
2. Sometimes it isn't popular, but you must always provide the boss with honest input. Of course your input must also be well thought out and professionally presented.
3. Remember that you represent your area of responsibility. Your boss expects you to do that to the best of your ability, though again, professionally. Your thoughts or criticism of other areas is seldom appropriate or appreciated. Conversely, when you have observed someone outside your area of responsibility doing something exceptional, don't hesitate to mention it.
4. If you disagree with the boss, professionally and succinctly state your reasons. But, once the boss has made the decision, it is your job to execute it to the best of your ability. If your boss is a good leader, he or she will expect both.
One of the most important things to resolve early is how often the boss wants to hear from you and in what way. You may already have requirements for reporting, but find out if the boss has additional requirements. At the same time, find out how the boss wants you to communicate. Often email or a short note is sufficient just to let the boss know what you're doing. If in doubt, ask. It's important to develop an honest open communication channel with your boss early in the relationship.
One of the most difficult issues for you to deal with will be co-workers, especially friends, who now report to you. This is a difficult issue that you must address. It will not go away. Everyone will be happy for you in your new position and anxious to follow your lead…right?
PROBABLY NOT!
While some may adopt this attitude, it is very likely you will meet with two other reactions.
1. A former co-worker who is a friend and who expects favors or preferential treatment because of that friendship. You must make it clear early on that you can still be friends and that a friend will not compromise your position or integrity.
2. The person who either thinks you should not have the new position, or believes they should be in the position instead of you. This is a difficult situation to deal with but you must meet it head on and quickly. Be very professional at all times (as you should be with everyone) and make it clear from your actions that you take your position seriously. At the first sign of trouble, take the individual aside and say that you understand they don't agree with your promotion but it happened and you must be able to work together for the good of the organization. Explain that part of your responsibility is to help everyone else succeed as well.
Unfortunately, when you have this type of conversation with an employee, it is essential that you document the meeting. If you are unable to resolve the issue, you may need that documentation. Also, if there is a union, make sure you follow all union rules.
