When I first learned about strategic planning, I found that the process often seemed to get bogged down at something called an environmental scan. A correctly accomplished environmental scan requires considerable effort to evaluate many different factors, both internal and external to the organization. The, Strengths, Weaknesses, Opportunities, and Threats, or SWOT analysis is often used to perform this environmental scan. Though I suppose, technically they aren't synonymous, for the purposes of this article they are. This study of an organization's environment, if done correctly, can provide a great foundation for future growth, and, therein lies the rub. Doing it correctly takes time and, I've found, tends to throw the leadership off the intended trail of the strategic plan.

Experience has taught me that a simple strategic plan has two big attributes. First it is easier to communicate to the organization and therefore is more effective as a roadmap to success. Second, and probably more important, a less complex strategic plan is more likely to be completed and therefore implemented. I've found that leaders can get wrapped up in discussions of the organization's strengths and weaknesses when they haven't even defined what the organization is going to accomplish.

The strategic plan is most effective when used to focus the entire organization on a mission and a set of goals. That plan, created under the umbrella of a clear vision from the senior leader, and anchored on an organizational value set, contains a concise mission statement and goals and objectives which are the actionable steps toward accomplishing the mission. When helping organizations build strategic plans, I encourage them to not only see opportunities and thereby create goals to take advantage of them, but to make their own opportunities. That's what makes the strategic plan truly dynamic, seeing beyond what is to what might be.

So, isn't that a SWOT analysis? Well sort of, but not the way it is normally accomplished. This is the value of the Leadership Team. Before developing each part of the plan, I task each member of the team to come prepared to represent their part of the organization; their activities, concerns, problems, etc. I've learned that no individual in an organization knows everything, but the synergy of the Leadership Team comes much closer to an overall view. When I started using the Leadership Team in this way, organizations accomplished more complete environmental scans throughout the process without dedicating precious time to that single element.

There is one planning component though that I've found must still be covered separately: those things that will get in the way of accomplishing the mission. I call these the Bumps and Roadblocks and include them in the final strategic plan. Bumps and Roadblocks are those things which get in the way of your mission and are divided into three categories.

- First are those things which are in the leader's ability to fix. Members of the Leadership Team or even the senior leader may not even be aware of these things but they need to be fixed right away. They are costing money!
- Second are things that leaders partially control. These things need to be fixed as much as possible, then moved to the next category.
- Third are things that the leader does not control. Government regulations are a good example. The leader needs to shield subordinates from these things as much as possible.

This analysis takes some skill on the part of the team leader. He or she must be completely open to input from the team members because it's vital for all members to feel comfortable bringing up problems. I suggest the team leader start off by introducing an issue close to the top of the organization. When discussing these Bumps and Roadblocks, resist the temptation to make them goals. The discussion may generate tasks for various team members, but they should not be the focus of strategic planning. These are leadership responsibilities and should not be passed to the organization as a whole.

When publishing your plan, don't shy away from these Bumps and Roadblocks. It is important for everyone to see that the team recognizes the problems and understands the impact they have on efforts to accomplish the mission. This one part of the strategic plan will help your subordinates accept your planning efforts.

This approach significantly reduces the amount of time spent producing a strategic plan, while still ensuring a comprehensive end product. Remember, the longer the planning process, the less effective the resulting plan will be.

Until next time,
Plan - Lead - Excel.

Bob
www.planleadexcel.com
rlm@planleadexcel.com
1-866-243-1682
505-453-5266 (In NM)

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Communicate, communicate, communicate. The three C's of leadership! For some reason, people in leadership positions seem to think that if they know, all is well. Why can't your subordinates know the what and why? Yes, there are things that must stay confidential, but I bet not everything warrants that type of security. It's vital to understand what the boss expects. Let your people know where you want to go and how they are part of reaching those goals. People will generally do what they're instructed without knowing much about why. But, when they know why, and understand their part, they will do what they're instructed to do better and with more enthusiasm. "Communication" is one of my "Inviolate Rules of Leadership." You can download that and all the rules for free at www.planleadexcel.com/leadership.

Do you need a speaker for your next conference or meeting event? Bob Mason is an accomplished professional speaker who keeps audiences engaged while instilling in them a burning desire to excel. To schedule Bob, email rlm@planleadexcel.com

Bob's new book

Planning to Excel
Strategic Planning That Works

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This short book provides everything an organization's leader needs to create a basic strategic plan. The book includes worksheets to record ideas as you progress through the planning process. You can preview the Introduction and first chapter entitled "Why You Need this Book" at www.planleadexcel.com/strategicplanning

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