Make Your Strategic Plan a Living Process


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Make Your Strategic Plan a Living Process

  1. 1. Make Your Strategic Plan A Living Process GrowthCLUB September 28, 2012
  2. 2. What you can expect from today’s meeting… BFO’s… Blinding Flashes of the Obvious…What do you do when you get one???
  3. 3. Formula for Success •DREAM • GOAL • PLAN •ACT
  4. 4. “Think Week” -Bill GatesIn Secret Hideaway, Bill Gates Ponders Microsofts Future,Wall Street Journal, March 28, 2005 4
  5. 5. Overview
  6. 6. Just Do These Things!• Vision, Mission, and Values (VMV)• Big, Hairy, Audacious Goal (BHAG)• Strengths, Weaknesses, Opportunities, Threats (SWOT)• 3 Year Targets• 1 Year Goals• 90 Day Action Plans• Weekly Action Steps• Daily Affirmations
  7. 7. Vision, Mission, Values• WHY – Contribute to a cause greater than my own• HOW – Connecting, Coaching, and Educating• Vision – “Financial Security and Peace of Mind for All”• Mission – “To be a well-respected and sought-after Top 100 Coach directly impacting the lives of 10,000 people”• Values – Ownership, Congruence, Constant Learning, Integrity, Balance, Fun, Leverage, Gratitude, and Abundance
  8. 8. INTERNAL Strengths WeaknessesSWOTANALYSIS EXTERNAL Opportunities Threats SWOT Analysis Summary
  9. 9. You MUST Know the Numbers• Key Performance Indicators (KPI) are the lifeblood of every business – Based on the wisdom that “you can’t manage what you can’t measure”• 5-8 key measures for the company overall – Could have 5-8 more specific ones for each deparment/function, as well• Linked to strategic goals• Track changes over time• Understandable and inspirational
  10. 10. We overestimatewhat we can do in the short term, and UNDERESTIMATEwhat we can do in the long-term!
  11. 11. Goal-Setting Time Frames• 3 Year Targets - Where you want to go• 1 Year Goals - What you want to accomplish• Quarterly Actions - How you will meet goals• Weekly Schedule - When actions will occur• Daily Accountability - Who is going to do what, by when
  12. 12. Reviewing Your Plan• Daily 10 -15 minutes• Weekly 1 hour• Monthly ½ day• Quarterly Full day each quarter• Annually 2 days annually• 3 Years Extended retreat
  13. 13. The shocking truth is that mostmeetings are poorly run and leavepeople feeling drained, rather than energized. Is that a recipe for success?
  14. 14. The Importance of Meeting Rhythms • The purposes of a meeting are to – share information – discuss issues – make decisions – build alignment. • In our hyper-connected, “always on 24/7” world, it is more important than ever to have a meeting schedule that increases connection, communication, and decision-making.
  15. 15. Meeting Schedule• Daily Meeting: 8:48 to 9:00 AM every business day – Daily Accountability (who is going to do what by when)• Weekly Meeting: 3:00 to 4:00 PM every Friday – There is still a daily meeting at 8:48 am – Good way to wrap up the week• Monthly Meeting: 1:00 to 5:00 PM on the second Tuesday of the month – There is still a daily meeting at 8:48 am – Close to release of last month’s numbers• Quarterly Meetings: 8:30 am to 5:00 pm on second Monday of January, April, July and October (first month of the quarter) – Dinner the night before to have informal discussions and build rapport – Close to release of last quarter’snumbers• Annual Meeting: 2 day off-site
  16. 16. Questions?17
  17. 17. Jim JubelirerCertified ActionCOACH308 West Rosemary Street, Suite 307Chapel Hill, NC 27516(919)