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01 26 16 strategic planning slides

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01 26 16 strategic planning slides

  1. 1. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 WELCOME Joey Pauley M.A. Principle - Applied LeadershipTeams
  2. 2. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 WHAT DOYOU WANTTO PLAN FOR? • Personal ? • Professional? Use the blank sheet in from of you to brainstorm a few ideas of what you want to plan for. • Organizational ? • Community?
  3. 3. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 STRATEGIC PLANNINGTOOLS Joey Pauley M.A. Principle - Applied LeadershipTeams
  4. 4. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 “ “ Anonymous If you don’t know where you are going, 
 any direction will do.
  5. 5. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 APPLIED LEADERSHIPTEAMS Helping people & their organizations make the changes they need to create the future they want by facilitating: • Strategic conversations • Effective collaboration • Personal leadership
  6. 6. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 LEARNING GOALS • To understand how planning has changed. • To learn about the Six Key PlanningTools. • To get some practice in using these tools to create the future you want. • To talk about strategies for when it all goes to …in a hand basket!
  7. 7. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 AGENDA • How planning has changed • Introduction to planning tools • Trying out the tools • Trying out the tools some more • What happens when it all goes to … • Evaluation and closing • Adjourn
  8. 8. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 THE FUTURE AIN’T WHAT IT USEDTO BE… How have things changed over the past ten years in… • Your life • Business • Technology • The US • The world
  9. 9. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 CREATINGTHE FUTURE: THEN & NOW Then: • Look at past & extrapolate • Assume continuity • Plan for 5-10 years • Plan & command • Silo planning Now: • Look to the future and envision • Assume rapid change • Plan for 18 months • Involve & collaborate • Matrix planning
  10. 10. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 STRATEGIC PLANNING… Then: a way of giving logical direction for people to implement. Now: a way of gathering & aligning human energy towards an important goal
  11. 11. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 WHAT DOYOU WANTTO PLAN FOR? • Personal ? • Professional? • Organizational ? • Community? Select something you want to plan for. 
 Tell us about that thing.
  12. 12. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 “ “ Peter Drucker The only way to predict the 
 future is to invent it.
  13. 13. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 GUESS WHAT? NO MATTER WHATTHE OBJECT OFYOUR PLANNING,THE TOOLS ARETHE SAME! • Mission: What you do, for whom and (generally) how • Vision: A picture in your mind of how you want things to be • Goals: Broad statements of what you want to achieve • Strategies: How you’re going to achieve these goals • Objectives: Specific statements of what you will do • Performance Measures: How will you know if you’ve succeeded
  14. 14. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 GUESS WHAT? NO MATTER WHATTHE OBJECT OFYOUR PLANNING,THE TOOLS ARETHE SAME! Performance Measures Objectives Strategies Goals Vision Mission
  15. 15. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 A STRATEGIC PLAN 
 FOR MY GARDEN An exercise in how mission, vision, goals, objectives and performance measures all work together…
  16. 16. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 MISSION • Goal : Want to have a garden • What’s my garden mission? • To have a beautiful garden for the enjoyment of my family, my friends and myself. Why is it important to know my mission?
  17. 17. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 I ENVISION… I picture myself in the summer, sitting under the shade of an deciduous tree. I am sipping ice tea with organic mint picked from my own garden. I smell hop cones while I wrap the vine around the twine it crawls up. This is my vision—why is it important?
  18. 18. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 OVERARCHING GOAL • To design a relaxing garden and outdoor space that will naturally thrive in the Pacific Northwest and that I can personally maintain. How did this goal derive from my mission and vision?
  19. 19. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 DEVELOPING STRATEGY: CURRENT REALITY Strengths • Good land and soil • Strong desire to have sustainable landscaping • Friends in landscaping • Hops already planted Weaknesses (Vulnerabilities) • Don’t know much about local plant varieties • Don’t have landscaping background • Don’t have a lot of time to learn (full time job!) Opportunities • Learning about sustainable gardening • Creating a gathering place for my peoples • Longer term savings Threats • If not done right, lots of problems & unintended costs • Some gardeners aren’t good at this—I could be fooled.
  20. 20. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 ALTERNATIVE STRATEGIES—HOW MIGHT I GO ABOUT REACHING MY GOAL? • Design the garden myself after research and get some friends to help me do the work after I’ve designed it; or • Find a good landscape gardener with experience in indigenous plants to collaborate on design and planting the garden. How might my SWOT help me determine my strategy?
  21. 21. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 OBJECTIVES: SHORTTERM GOALS—FLOWING FROM MY STRATEGY—THAT WILL GET METO MY OVERARCHING GOAL! • By January 1, get bids from 3 possible gardeners who all know indigenous plants and who can meet my timeframe and budget. • By February 15, select gardener based on price and “fit”. • By July 4, have my first successful garden party!
  22. 22. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 PERFORMANCE MEASURES • How will I know if I have succeeded in achieving my overarching goal… • To design relaxing garden and outdoor space that will naturally thrive in the Pacific Northwest and that I can personally maintain… • Based on my garden mission… • To have a beautiful garden for the enjoyment of my family, my friends and myself.
  23. 23. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 YOURTURN
  24. 24. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 YOUR MISSION SHOULD • Answer 3 questions: • What you want to do? • For whom are you 
 doing it? • How (generally) will you do it? • Be brief; • Be crafted by the right people; and • Inspire!
  25. 25. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 SAMPLE MISSIONS My Work My mission is to help people and their organizations make the changes they need to create the future they want by facilitating strategic conversations and effective collaborations and coaching for personal leadership. (I wrote this myself.) Facilities Department, 
 Nursing Home Our mission is to make sure that our physical plant & grounds work well & are beautiful for our patients by assuring high level customer service & effective maintenance services. (Management team wrote this and discussed with staff.)
  26. 26. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 CREATEYOUR MISSION • Write your mission on your strategic plan template. • Read it to your planning partner. • Ask each other: • Does it answer the three questions? • Does it inspire you? • Who else might you engage in crafting this mission? • What you want to do? • For whom are you 
 doing it? • How (generally) will you do it?
  27. 27. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 VISION • A vision is a picture of a preferred future.
  28. 28. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 SAMPLEVISIONS My Work I am writing my memoirs.There are chapters that tell the story of awesome leaders and teams who built creative and trusting relationships.Together, they walked through their dark nights to find new, creative and compassionate ways to do their work together. Lots of stories, full of heart, some very funny and all full of meaning and the beauty of the human spirit. I feel content and honored to have played a part in helping these leaders and teams succeed together. (I envisioned this myself) Facilities Department, 
 Nursing Home We are having a celebration of our department today because we have done such a good job of achieving our mission.The buildings are all freshly painted and we’ve installed solar panels for sustainable electricity.The gardens are planted with flowers & patients are walking along our paved, accessible trails. Doctors, nurses and patients join in our celebration, all appreciating our work. (Facilities director did this with staff at a retreat!)
  29. 29. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 VISION • A vision is a picture of a preferred future. • Close your eyes, relax and picture the future state you want to create. • Jot down what you (and others) see, hear, and experience in this desired future.
  30. 30. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 YOURVISION 1. Write your vision on your template. 2. Read your vision to your planning partner. 3. Just savor your visions together! 4. Who else might you engage in envisioning this future?
  31. 31. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 SETTING GOALS • Review your mission and vision. • Your goals are the “what” you want to achieve: • Goals can be somewhat broad and longer-term. • They start with an action word. • They are designed to achieve your mission and move towards your vision. • You are committed and able to work towards them.
  32. 32. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 SAMPLE GOALS My Work •To maintain a vibrant consulting practice that includes design, facilitation, coaching and teaching. •To work with people and organizations doing work that is important to our collective future Facilities Department, 
 Nursing Home • To install sustainable energy in our all of buildings. • To make cosmetic improvements within budget that will facilitate a more pleasant daily life for our patients. • To design & plant an aesthetically pleasing garden that is accessible to patients with motor disabilities.
  33. 33. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 WRITEYOUR GOALS • Review your vision and mission • Write 1-3 goals on your strategic planning template.vi • Share them with your planning partner. • Ask each other: • Do the goals start with an action word? • Do they help you achieve your mission 
 and move towards your vision? • How committed are you to these goals?
  34. 34. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 “ “ Anonymous Hope is not a strategy.
  35. 35. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 STRATEGIES Your strategies are “how” you will achieve your goals. • Review your Current Reality (SWOT) • Think of alternative ways you can achieve each goal.Write down those ways. • Based on your Current Reality, select a strategy (strategies) that will work for you.
  36. 36. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 DEVELOPING STRATEGY: CURRENT REALITY Strengths • A wide network of clients and colleagues • Strong relationships • Good references • Always in learning mode! Weaknesses (Vulnerabilities) • Sole practitioner so scope of work is limited • No strategy for moving into new areas, like coaching • Not very good at marketing— how much effort do I want to put into marketing? Opportunities • Coaching certificate programs— excellent ones on the West coast ongoing clients call me back to do additional work and refer me to others • Colleagues who want to partner with me Threats • Increasing numbers of organizational change consultants • Consulting firms with “snazzy” charts and graphs, bells and whistles
  37. 37. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 SAMPLE STRATEGIES My Goal: To maintain a vibrant change consulting practice that includes design, facilitation, coaching and teaching • Create a series of marketing seminars to further my network • Keep my learning up through continuing education to stay on the cutting edge of the field • Maintain ongoing relationships with clients with whom I have done the richest change work
  38. 38. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 DEVELOPING STRATEGY: CURRENT REALITY Strengths • Highly skilled engineers • High level of loyalty to the Home Interest in sustainable energy Weaknesses (Vulnerabilities) • No current “sustainable energy” expertise • Financial resources Opportunities • Retain highly skilled engineers by upgrading skills for future • Ability to save money for the Home through energy efficiency Threats • Rising costs of energy—needs to be done quickly • Engineers leave because they become less relevant
  39. 39. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 SAMPLE STRATEGIES Facilities Department Goal:To install sustainable energy in our all of buildings. • Hire an alternative energy specialist as a part of our staff and have him/her create a sustainable energy plan for our entire campus and put that person in charge of maintaining the system • Train a team of our current engineers in sustainable energy and have them work as an ad hoc task force to design the system and train us in maintaining it. • Hire an outside consultant to design a sustainable energy plan for us and teach us how to implement it effectively over time
  40. 40. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 YOUR STRATEGIES 1. Select one goal of yours. 2. Do a SWOT Analysis of Current Reality 3. Brainstorm strategies to achieve your goal. 4. Discuss your SWOT with your planning partner. 5. Together, select a strategy (strategies) that work for you!
  41. 41. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 OBJECTIVES • These are the short term goals to implement your strategy & serve your overarching goal(s). • Objectives are also called SMART goals. • Specific • Measurable • Aspirational • Realistic • Time bound
  42. 42. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 SAMPLE OBJECTIVES My Work • Successfully complete a course to get certified by the International Coach Federation by December 2011. • During 2012, set up follow up meetings with all clients from 2010-2011 to find out how they/their teams are doing and talk about other potential projects. Facilities Department, 
 Nursing Home • By June 2012, send a team of selected engineers through Department of Energy training on sustainable energy planning. • By winter 2013, complete sustainable energy plan, including budget and timeline, for approval by senior management committee.
  43. 43. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 YOUR OBJECTIVES 1. Take one of your strategies to achieve one of your goals. 2. Write down at least one objective that will implement that strategy. 3. Review your objective(s) with your planning partner & get feedback on them. Are they SMART?
  44. 44. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 PERFORMANCE MEASURES • Ask the question: How will I know if I have succeeded in achieving my goals? • Measures may be quantitative (I met my deadlines; I made X dollars) or qualitative (Patients gave us many compliments about the accessible gardens) • Measures can be...well...tracked and measured in some way!
  45. 45. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 SAMPLE MEASURES My Work • ICF certification granted • X number of new/ returning clients Facilities Department, 
 Nursing Home • Engineering team successfully completed training and “gelled” as a team. • Team developed a set of recommendations on time and in budget. • Senior management accepted at least some of the recommendations. • X dollars in energy costs saved in year 1.
  46. 46. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 YOUR MEASURES 1. Write down 1-3 ways that you will measure success in achieving either a major goal or your entire mission/vision. 2. Read it to your planning partner. 3. Discuss: Is it measurable? Will it really show success?
  47. 47. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 WHAT HAPPENS WHEN IT ALL GOESTO .... Go back to your mission, vision and overarching goals.
  48. 48. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 WHAT HAPPENS WHEN IT ALL GOESTO .... • Create forums for conversation among the people affected. • Ask,“How can we still meet our mission and move towards our vision?
  49. 49. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 WHAT HAPPENS WHEN IT ALL GOESTO .... • Tweak your strategies and objectives based on these conversations…or toss them and take a few steps in the dark…
  50. 50. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 BEYONDTHETOOLS Planning has a spirit Beneath statistics and pie charts. It is the spirit of choice— Hope over despair Creativity over convention It is the spirit of possibility— Potential futures What if we could...? And even in the dark of not knowing You can see its hallmarks...
  51. 51. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 “ “ Otto Scharmer Open Mind Open Heart Open Will
  52. 52. ©Applied Leadership Teams | jp@AppliedLeadershipTeams.com | AppliedLeadershipTeams.com | 206.651.5639 ENJOYTHE JOURNEY!

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