- 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 ***
Over the years I have written about the importance of strong leadership in business and the essential qualities a leader must have. These qualities are timeless, and they are especially important
Excellent post by a qualified business leader. If you know anyone that feels these ten traits can be developed without leadership tools and training, ask them:
Are they good leaders? And, how do they know?
From the post:
"Leadership is an honor, a privilege and a deep obligation. When leaders make mistakes, a lot of people can get hurt.
Being true to oneself and avoiding self-deception are as important to a leader as having people to turn to for thoughtful, unbiased advice. I believe social intelligence and “emotional quotient,” or EQ, matter in management. EQ can include empathy, clarity of thought, compassion and strength of character.
Good people want to work for good leaders.
Bad leaders can drive out almost anyone who’s good because they are corrosive to an organization; and since many are manipulative and deceptive, it often is a challenge to find them and root them out.
Here's a story about a traditional boss who is a nice guy but is he a good leader? He tries to be fair minded, but reminds you in subtle ways he's the boss.
This is a fantastic article Mark Graybill! I love the way he is able to weave all the issues that come with poor leadership as a result of organizational cultures that stress hierarchy and power differential.
If the story Mark has written is common in the workplace, it is easy to understand why the numbers of disengaged employees continues to be so high.
This reality seems to be impossible to change, so why bother.
From the post:
Both Bob’s lashing out and Raj’s power demonstration sends another message, one where those with the power are superior, and those without are inferior. It is import to understand that we might consciously reject this message, but assimilate it subconsciously.
At a minimum, we will be more hesitant to say things that need to be said.
The reason is the human brain’s social network seems to be designed to play such roles, and it will affect everything from job engagement to self-confidence – cascading to significantly impact team productivity.
Moreover, mediocrity can become institutionalized because superiority-inferiority and control interact to curb enthusiasm and innovation.
Great Scoop Anne, I completely agree with your insight!
Here is my favorite section of the article:
An engaged workforce makes a company somewhat recession proof. Yes, there are external economic and consumer pressures out there. But even in a recession, your best workers still come in every day saying:
"Here's how we're going to win; here's what I can do to make it better; here's how we're going to drive costs down."
They're asking the right questions, and they're determined to do whatever it takes to drive success.
To be clear, I'm not saying that bold, market-leading thinking can't happen when the economy is off. I'm saying that it takes an engaged workforce to do it.
Not-engaged and actively disengaged workers -- who make up 52% and 18% of the U.S. workforce, respectively -- are more concerned about keeping their jobs than moving the company forward, so they'll tend to take the safer road.
They aren't necessarily going to be bad workers, but they aren't going to fix the process. They're exclusively going to do what they're told.
Have you ever considered using hope and fun to help you take risks and deal with failure?
Whether we are leading a team of people, a family, or even our professional development, taking risks is almost certain.
This week, we are joined by Ellen Castro, a best selling author and international consultant who has succeeded in life by using hope to lead through risks, and having fun while failing forward.
While using hope as a tool to lead through the fear of taking risks, and fun as a way to deal with failure, may sound a bit unusual, I highly encourage our listeners to consider this model, as I think it is FAR superior than the alternative.
Love, love, love this post Bobby! Thanks for sharing it!
This is so easy to spot and, if we are not careful, easy to do!
Here is my favorite section of the post:
8. Never Take a BreathThe actors in infomercials are constantly talking: “Amazing! Look, that egg didn’t stick at all” but there is literally no listening. If you are talking for 90% of a meeting, and listening for only 10%, you’re suffering from infomercial syndrome.
In the words of Stephen R. Covey, most people don't listen with the intent to understand; they listen with the intent to reply.
Do you seek to understand or do you seek to be understood?
This week, I dedicate the show to the concept of listening and Kevin Watson, an international leadership and culture change coach, shares some wonderful insights on the how to listen holistically, with the curiosity of a child.
As you will learn from Kevin:
Listening is a way of respecting and adapting our behavior towards others. This is a critical leadership competency if we want to be considered a leader.
Fantastic post on the Huffington Post by Angela Maiers. Here is one of my favorite sections of the article:
Trust the Universe.
2) Get Out There.
Getting yourself out there, engaging the world with an open mind and exploring the unknown leads invariably to positive experiences, new connections and new opportunity and possibility.
In particular, I've found that Twitter is a useful tool for accelerating the process of injecting random online experiences into my life and turning them into a source of offline fun, opportunity and possibility.
Great scoop John. I really appreciate the specific steps outlined in the article that can help us learn from our mistakes and failures.
From the article:
Viewing failures as teaching tools is no mere consolation prize. Rather, failures provide us with vital information about our psychological blind spots we would not have access to otherwise.
Specifically, our psychological makeup is such that we tend to make only a few mistakes and repeat them in endless varieties.
That is the definition of a working blind spot, a repetitive error we don’t see and keep making. Imagine having a crystal ball that tells you what mistakes you are most likely to make in the future. You would happily watch out for them and correct them.
If you want to succeed as an IT leader you have to develop a set of traits that will serve you and those around you. Industry leaders and career experts share their thoughts on what behaviors make an IT leader great.
Great article on the leadership challenges for IT teams:
Today's IT Challenges:
~The rate and pace of change.
~The complexity and massive integration of systems, processes and applications, which often result in major outages and instability issues.
~Ongoing pressure to cut costs year after year, despite having to meet increasing pressure from the business to innovate.
~Threats to the business, particularly cybersecurity and privacy-related issues.
~Being swamped in responding to regulations and audit issues, rather than getting on with helping the business make money and gain competitive advantage through its technology and information systems.
~Still having to deal with legacy systems (many organizations are still on Windows XP because it's complicated to move forward).
~Not being in control, particularly with the rapid rise in outsourcing and cloud services.
Excellent scoop John, thank you! I completely agree with your insight and here is my favorite section of the post, leaders walk the talk!
Lead by example first.
You gotta walk the talk. If you want to council people, you have to be able to lead by example (or at least not showcase the negative example). If you recognize that that’s the area you are also deficient in, offer that up and identify it up front. It’s all about being transparent. People get it.
Thanks for a great article John Michel on an incredibly relevant and often overlooked area, HOPE.
Here is one of my favorite sections of the post on what HOPE is:
Of course, this does not imply hope is a denial of reality. Nor is it an elixir to cure all of our ills. We can, after all, hope for a job, for success for our family, for recovery from illness, for a better, safer world. But hope certainly comes with no guarantees.
Rather, hope is, in the words of author and activist Joan Chittister,
“…a series of small actions that transforms darkness into light. It is putting one foot in front of the other when we can find no reason to do so at all.”
Hope then, is what we have when we have no sure answers but still expect a better end.
It is hope which allows us to overcome hurdles we could not otherwise endure and, in doing so, moves us into a space where healing and growth can begin to occur.
I love this post from the CEO at Happy Cog. His honesty and transparency is something we need so much from the big boss.
Most importantly, his courage in not only being reviewed but to talk about it and why it is importantly!
Here is a very good section about his advice to others:
Reality: I waited too long.If I can offer any advice to people in my position, it’s please don’t wait to get a candid assessment of what your coworkers think of how you’re steering the ship. Chances are, you’re not as smooth as you think. Also, only by subjecting yourself to the same processes and protocols you impose on your colleagues will you truly understand how they impact them. You’re not immune.
It's Boss #1 vs. Boss #2 battling it out, while the employees and the organization lose.
What do you do if your VP is in conflict with another executive and you have to manage a project with both of their teams?
This week, our show is based on a real situation I went through early in my career when an trusted advisor told me:
“Al, there are two dinosaurs throwing rocks at each other and the rocks are falling all around you”.
Research shows that:
• 85% of workers deal with some conflict at work and 27% of employees witnessed conflict morphing into personal attacks. • 49% of conflict is caused by personality clashes and 29% due to poor leadership!
Leadership expert Kate Nasser joins us this week to discuss a number of strategies that will not only help us lead through conflict with our peers, but also help you lead through situations when the big bosses are at odds with one another.
Six research-based strategies to help you overcome barriers to success
Great insight here by Dr. Melanie Greenberb.
From the post:
... Truly successful people know that they have to remind themselves to be mindful several times throughout the day.
That is why top companies, such as Google, have a “Mindfulness Officer” to teach their employees these skills. To adopt the habits of these mindful, successful Googlees, you will need to set yourself cues for mindful check-ins.
You could use the Mindfulness Bell app on your cell phone, just set your phone alarm, or use an external cue, such as every time the phone rings.
At least once every hour, stop and ask yourself: “Where am I? What am I noticing, thinking, feeling, and doing right now?” And “Is this what I want to be thinking, feeling, or doing?”
If the answer is “No,” gently redirect yourself back to where you want to be. You’ll be surprised how much more time you actually have for your priorities when you train yourself to be more mindful.