| So you've set some goals, you're feeling ambitious, and | | | | Spend some real time developing a strategy so that |
| you've promised yourself that you're going to follow | | | | it's the right one for your organization. Not having a |
| through. You're determined to make this year better | | | | strategy is hard on a firm. But having the wrong |
| than the last. And hopefully, it works out that way. But | | | | strategy, because you just threw one together, can be |
| you've seen the reality, too. In spite of a sensible plan | | | | disastrous. On the flip side, don't let the time frame |
| and good intentions, most people find themselves off | | | | hinder you from doing something, at least. It's better to |
| course by March. Imagine if you could uncover the | | | | have some type of plan to follow, even if it isn't |
| cause, stay the course, and get what you really want. | | | | exactly what you want it to be today. |
| The answer lies in having a solid starting point...a | | | | 4. Keep it simple. You can still be thorough without |
| strategic plan that really works. | | | | running yourself through the mill. Use the A-B-C |
| Every year, we meet thousand of decision makers | | | | approach: |
| around the country in our consulting and speaking | | | | A. Establish what you want to achieve: STRATEGY. |
| work. Like you, they're smart, ambitious, and they're | | | | B. List available, realistic ways to make it happen: |
| doing a decent job. But, they're also often frustrated | | | | TACTICS |
| that they aren't doing better. When we break down | | | | C. Select options that give the highest rewards for the |
| the element for them, we find that few if any of them | | | | lowest output: IMPLEMENTATION. |
| have a good strategic plan they can work from. In | | | | 5. Follow the plan. Most plans are developed, and then |
| fact, most of them don't even know how to create | | | | put on a shelf. When (or if) they're finally taken off the |
| one. | | | | shelf for referral, you usually have to blow the dust off |
| The following is a mini lesson in strategic planning. We | | | | them. Not good. Senior management is guiltiest of not |
| don't have a lot of space, but here are some important | | | | following the plan. A CEO should be able to clear |
| things to know when creating a basic plan. | | | | everything off his desk and follow the plan daily if the |
| 1. Know the difference between a strategy and a | | | | plan is complete. He shouldn't think it is meant for |
| tactic. Strategy is the plan that defines where you're | | | | everyone but himself. Think of the strategic plan as the |
| going. Tactics are the things you do and use to get to | | | | road map you and your organization use to follow |
| the destination. Sounds simple, right? You probably | | | | your intended path. If you were to drive from California |
| already know this, right? Take a closer look at any list | | | | to New York, you would use a map of some sort. |
| of goals; you will find that many of those goals are | | | | You'd refer to it to make sure you took all the turns |
| tactics. This is the reason most New Year's resolutions | | | | and exits you need to follow the right roads, prevent |
| and company goals are off track by March. | | | | getting lost, and get where you want to be. The same |
| 2. Be specific. A few words can make all the | | | | with the corporate map. |
| difference in the direction you take your firm, and the | | | | 6. Be flexible. If, during the course of the year, you find |
| tactics you use to implement a strategy. | | | | that the plan needs some tweaking, you can certainly |
| Vague statement: We will improve customer service | | | | modify it. Be careful not to switch directions too often, |
| response time. | | | | as this will discredit you and your plan in the eyes of its |
| Specific statement: We will improve customer service | | | | followers. But, make sure that the plan is working in the |
| response time will drop 29%. | | | | best interests of the organization, even if that requires |
| Can you see how a few words change the way you | | | | a sensible, justifiable change here and there. |
| might approach a challenge or opportunity? | | | | Using these tips alone, you should be able to develop a |
| 3. Engage the aging process. Like great wine, the | | | | stronger strategic plan...one that will endure through the |
| making of a strategic plan takes time. A strategic plan | | | | unexpected trials that arise through the year, also. We |
| is NOT built during a weekend retreat! It evolves out of | | | | hope this year is one full of growth and success for |
| thoughts, research, information, and experiences. | | | | you. Good luck. |