- Strategy: a plan of action prepared to achieve the major goals of an organization. In order to take strategy into consideration for your planning efforts, you must define your goals as they relate and support the Vision and Mission of the organization.
A Strategic Plan should answer the following:
~Where are we going as an organization?
~What is the environment? (external/internal, this is critical to the vision)
~How do we get there?
For strategic planning, I use the following definitions:
Vision - What do we want to become? (Aspirational)
Mission - Why do we exist? What function does the organization perform? For whom does the org perform this function? How does the organization go about fulfilling this function? (Specific)
Goals - are the translation of the vision for each theme and answer “what do we want to do?” *Key Result Areas - It is helpful to organize the goals under broader labels, e.g. Product Design & Development, Financial, Branding, Marketing, Funding/Development, International Presence, etc
Objectives - are quantifiable metrics that show progress toward our stated goals
Strategies - these are the action plans that when implemented will achieve the objectives.
Tactics - day to day and week to week actions we take to implement our strategies, meet our objectives, and accomplish our goals.
*** Strategic Management means approving only projects and programs that fit the scope of the organization's mission ***
Excellent Scoop by Ricard Lloria here. I agree with the full article and here is my favorite section, as I am finding this to be true. The more I see the less I know...
3. THEY ARE COMFORTABLE NOT KNOWING
Kathleen Harren has progressed from director of nursing, to chief nurse executive, to regional director of the Nursing Institute at the Mary Medical Center in Torrance, Calif.
She believes in order to progress everyone needs “to [be able to] speak on any particular issue without being fully prepared. To be flexible and articulate and confident enough,” even when you don’t know everything, because “we can’t know everything.”
Excellent Scoop John! The whole post is wonderful, and here is my favorite section:
4. There are smarter people out there
Eisenhower had the guts to admit he didn’t know everything. It made him humble and it’s why he became a successful leader. In his book, At Ease: Stories I Tell My Friends, he advises, “Always try to associate yourself with and learn as much as you can from those who know more than you do, who do better than you, who see more clearly than you.”
It’s shopworn advice, but it’s something many leaders forget in the day-to-day. Leaders need to stop protecting their egos and learn from whomever they can.
-- Guts AND Humility! Two wonderful leadership traits!
For the next three hours, I simmered and stewed, allowing my anger to lift like a fog that the sun cuts on a cold, clear winter morning. Contemplate as I might, the best course of action I could come up with was a brief lecture on how it isn't right to lose your temper with others when it isn't even their fault, but I knew that a lecture would be likely to go in one ear and out the other. I needed something that would stick.
Roughly 30 minutes before boarding our new flight, that's when it came to me, and I chose to do something daring, something that I normally wouldn't have done, and it is something that I will never regret, as long as I live.
I spotted the original ticket agent, who was working the desk at our gate again. I grabbed my son's hand and said, "Come with me."
For the blog post, go to http://www.giveleadership.com/give-blog
This week, we are being joined by clinical psychologist and author, Guy Winch, to cover a 4 step process that anyone can use to become empowered in the pursuit of our goals and, most importantly, how to investigate our failures for clues on how we can learn from our mistakes to improve our results.
While there are countless people advising us to take risks and be willing to fail, there are not many advisors that tell us HOW to learn from our failures.
The reason I wanted to have Guy join us on the show is because he provides a set of steps that can help us learn from our mistakes and improve our efforts.
Excellent scoop John! This is a difficult area for many reasons and this article is very helpful.
From the article:
5. Blames others, makes excuses, and challenges authority - You know the incredibly loud sound of air raid sirens used in civil defense situations? That’s the sound you should be hearing if you have an employee with a track record of blaming others and making excuses for his poor performance.
Troubled employees will often challenge authority by trying to lay the blame at the boss’ feet by saying things like “You should have done this…” or “You didn’t address that problem…” or whatever the case may be. If you have an employee who always seems to be involved in drama, ask yourself “What (or more appropriately ‘who’) is the common denominator in these situations?”
6. Distorts or manipulates the truth - I’ve dealt with employees who were very skilled at manipulating or distorting the truth. In whatever difficult situation they were in, they would find a kernel of truth to justify and excuse their involvement to the point that I would feel compelled to side with them.
I learned you have to be discerning and consistent in your approach to dealing with manipulative people and make sure you document your interactions so you have sufficient data to support your termination decision.
This week, I was joined by Professor Hoda Maalouf on my podcast. She is a walking, breathing example of leading through adversity with courage, resilience and the fortitude to never look back.
Through the magic of the social web, I have met amazing leaders from around the world. As I was planning the show on leading through adversity, I knew that Professor Hoda Maalouf was the perfect guest because of her lifetime of achievement and leadership through circumstances that most of us could not begin to imagine.
Great post here by Scott Adams on the need for managers to be open-minded about the learning their employees want to do.
The quote above is from a podcast I did last year on learning and leadership, so it seemed appropriate for this scoop. [That podcast is available here: http://bit.ly/17vMOqL ]
Here is my favorite section of the post by Scott Adams. I totally agree with Scott, when I am learning, I am happier at the job, no doubt.
How relevant to the job does the learning need to be? I would be generous about that. The nature of knowledge is that everything you learn stimulates and strengthens your mind. And what we experience as creativity is often little more than our brain's natural impulse to combine and compare knowledge from diverse fields. So the more you know, the more powerful your creative potential.
But beyond all of those benefits is my observation that employees who are still learning are almost always happier on the job. I haven't seen any studies on this point, but I'll bet you'd see low turnover among people who feel they are learning. Learning makes people feel connected and engaged. It feels like improvement and growth, and it's good for the ego.
How to develop a leadership philosophy? Take time to define your theory, attitude, principles, and expected behaviors, all core to a leadership philosophy.
This is a relevant and useful post. The behavior section is where we are truly tested. I see myself and so many other struggle under pressure and this is a great tool to ensure we are living up to our values.
From the post:
I expect to _________________________ in _________________________
Behavior is where your leadership philosophy gets tested. Behavior determines whether your leadership philosophy is just a bunch of lofty words to be used in team meetings or visible in your everyday actions. Identify what you expect your behavior to be, given your theories, attitude, and principles. Think through success and failure. Think through achievements and tough challenges.
I expect to respond rather than react in challenging situations.
I expect to focus on the process to understand and change in challenging situations.
What is tough leadership? It's leadership with edge. Not crazy eccentric edge that relies a lot on luck, but the boldness to go after what you believe in.
Excellent post by Mary Prescott. I agree with the full article but here is my favorite part:
Bounce Back from Adversity Tough times are the litmus test of a leader. What happens when the plan you believed in so wholeheartedly backfires and your company instead registers a big loss?
Leaders get a lot of credit and praise when things work their way. But when it all goes bad, it’s their head on the line.
Criticism can get intense and incessant, and it’s only human to be affected by it. A lot of it can also generate self-doubt.This is what separates the tough leaders from their not-so-tough counterparts.
Their confidence in themselves and a strong sense of objectivity helps them from sinking into depression and prepare for a strong comeback.
There is a lot of wisdom in failure; in fact, failure tells you in no uncertain terms just how to get things right. Tough leaders pay attention and take the guidance on board. They slay their demons and bounce back to reclaim success.
Here is a post on my latest podcast with the inspirational, General John Michel.
During the interview, the General and I discussed a very honest article, posted by a student at K-State Collegian on her negative experience with a leadership program and her sincere opinion that leadership is something that can NOT be learned.
While we understand the student’s perspective after she saw many of her peers struggling to lead through projects, we both feel that this is exactly the purpose of these leadership programs.
Excellent post here by @GillianDavis07 on how first time managers can include employees in the procees of goal creation. As you will see in the post, many employees think this is crazy, but, we can't be afraid of dreams if we are going to compete in todays business world!
From the article:
Eight months later, one of the members of my team came to my desk and said: “You know that exercise we did on our goals?” I replied “Of course!”
“Well, at the time, I thought you were crazy because we were listing out things that seemed unattainable, and overly ambitious”.
I wasn’t sure where this was going, and he continued,
“Well I was thinking about everything we’ve accomplished over the past 8 months and noticed that we’ve already reached some of our goals we set out for year 3!”
This last week, Huffington Post columnist and learning expert, Angela Maiers, joined me on my podcast to discuss why we should never consider ourselves;
“Faking it till we make it”.
Instead, we should pursue our passion in life with a clear understanding that we will be;
“Learning it while we make it”!
As Angela explained during the interview the "act of doing" enables the process of learning. Whatever action you pursue, you’ll get to do better the next time because you will be able to reflect on it.
Leaders need to show more composure than ever before in the workplace.
Thanks for the suggestion @enectoux! This is relevant article and a great list of tips/tools for any manager who wants to be considered a good leader. My favorite one is not letting emotions take control!
From the article:
The 21st century leader sees adversity through the lens of opportunity. Rather than panic, a leader with composure takes a step back and begins to connect the dots of opportunity within adverse circumstances.
These types of leaders quickly detect the causes of adversity and solve for them immediately. They then enable the opportunities previously unseen that could have avoided the adversity to begin with.
Many times crisis results when composure is missing.
The next time a problem arises, ask yourself if you or your leader could have shown a greater sense of composure and avoided the problem from surfacing.
Are we slaves to a Negative Operating System that we don't even know we have? Are our assumptions and belief system leading us in to conflict situations
Here is part 1 of my interview with Bob Burg on his new book Adversaries into Allies. We discuss how setting our default setting to calm instead of frustration can set the stage for our best leadership efforts.