Many leadership trainers have begun to stress the importance for
organizations to create a way to institute a strategic plan, and having
the ability to measure progress and performance (often referred to as
metrics). There is no doubt that there is a need for this form of
comprehensive, in-depth evaluation and understanding, done with the
objective of developing the best strategy to help the group achieve to
its optimal level, but, all too often, organizations do little more than
spend lots of time, money and energy, and discuss things, but it often
degenerates to little more than a moan and groan, or blame and complain,
exercise, and little significant progress occurs. Having witnessed this
lack of positive plans or programs created, far too often, during my
over three decades of identifying, qualifying, developing, training and
consulting, to over a thousand individuals in positions of leadership,
as well as facilitated Board and organizational strategic planning
sessions, I feel a simplified process, with checks and balances, and
quality reviews, is a needed understanding. Here is a 6-step process to
improve the results of strategic plans. This is not only relevant to organizations, but is a process that every business (large or small), every individual, and every self - employed person (such as a Real Estate Professional, or other professional), should consider carefully. This article will discuss it from the perspective of organizations, but is equally applicable to these other circumstances.
1. Historic/heritage review and consideration: This must not be done as a one-plan-fits-all, but rather must be based on the specific heritage, mission, and vision of the specific group. Begin by understanding the history, and the perceptions of existing members. Understand why the group may, or may not be, considered as relevant, as it once was. Review opportunities taken, as well as missed, and clearly see the ramifications of each action. While great organizations evolve, they know who and why they are, and tweak, as necessary, but focus on their vital vision and mission.
2. Objective analysis-strengths and weaknesses, and ramifications: Every group has both strengths, as well as weaknesses. Part of quality planning must commence with knowing where the group presently is, and how to best utilize the strongest areas, while addressing and improving upon areas of weakness. Whether action is taken, either timely or not, or even if it is avoided (procrastination, or burying one's head in the sand), there are always significant ramifications.
3. Vision; mission; needs; priorities; relevance; sustainability: Embrace the vision and mission, or tweak it, and evolve it! Focus on the direction the group needs to go in! Only when priorities are focused upon, will any group be considered relevant, and without relevance, no organization will sustain.
4. Gather input - Stakeholders concerns, wants, needs, priorities, and expectations: Never assume you know what your stakeholders seek, nor that a small group's views should shape the strategy! Proceed to do broad interviewing and discussions, using several methods, including mail, face-to-face, email, surveys, etc.
5. Develop immediate, intermediate, and longer-term plans: Know and address current needs in a timely, comprehensive manner, because if you don't fix what's wrong now, it will affect the future adversely! However, avoid the myopic approach, and create a plan that carefully considers present, and future needs.
6. Implement plan: The greatest plan, unless implemented, goes nowhere and achieves little positive momentum! Carefully go through the process, but proceed forward with an action plan, prepared with the ability to tweak, based on prepared-for contingencies.
Organizations need ongoing strategic planning, if they wish to remain relevant and sustainable. Individuals need to undergo a similar process, if they are to become the best they can be! However, only when this goes beyond the rhetoric-stage, and advances to quality action, are desirable results achieved.
1. Historic/heritage review and consideration: This must not be done as a one-plan-fits-all, but rather must be based on the specific heritage, mission, and vision of the specific group. Begin by understanding the history, and the perceptions of existing members. Understand why the group may, or may not be, considered as relevant, as it once was. Review opportunities taken, as well as missed, and clearly see the ramifications of each action. While great organizations evolve, they know who and why they are, and tweak, as necessary, but focus on their vital vision and mission.
2. Objective analysis-strengths and weaknesses, and ramifications: Every group has both strengths, as well as weaknesses. Part of quality planning must commence with knowing where the group presently is, and how to best utilize the strongest areas, while addressing and improving upon areas of weakness. Whether action is taken, either timely or not, or even if it is avoided (procrastination, or burying one's head in the sand), there are always significant ramifications.
3. Vision; mission; needs; priorities; relevance; sustainability: Embrace the vision and mission, or tweak it, and evolve it! Focus on the direction the group needs to go in! Only when priorities are focused upon, will any group be considered relevant, and without relevance, no organization will sustain.
4. Gather input - Stakeholders concerns, wants, needs, priorities, and expectations: Never assume you know what your stakeholders seek, nor that a small group's views should shape the strategy! Proceed to do broad interviewing and discussions, using several methods, including mail, face-to-face, email, surveys, etc.
5. Develop immediate, intermediate, and longer-term plans: Know and address current needs in a timely, comprehensive manner, because if you don't fix what's wrong now, it will affect the future adversely! However, avoid the myopic approach, and create a plan that carefully considers present, and future needs.
6. Implement plan: The greatest plan, unless implemented, goes nowhere and achieves little positive momentum! Carefully go through the process, but proceed forward with an action plan, prepared with the ability to tweak, based on prepared-for contingencies.
Organizations need ongoing strategic planning, if they wish to remain relevant and sustainable. Individuals need to undergo a similar process, if they are to become the best they can be! However, only when this goes beyond the rhetoric-stage, and advances to quality action, are desirable results achieved.
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