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Strat Plan


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  • Casting clowns
  • ----- Meeting Notes (10/29/13 23:30) -----everything inside peoples hearts
  • Everything inside peoples hearts
  • However, one of the major differences between new and experienced managers is the skill to see the broad perspective, to take the long view on what we want to do and how we're going to do it. One of the best ways to develop this skill is through ongoing experience in strategic planning. The following guidelines may help you to get the most out of your strategic planning experience.
1. The real benefit of the strategic planning process is the process, not the plan document. 
2. There is no "perfect" plan. There's doing your best at strategic thinking and implementation, and learning from what you're doing to enhance what you're doing the next time around. 
3. The strategic planning process is usually not an "aha!" experience. It's like the management process itself -- it's a series of small moves that together keep the organization doing things right as it heads in the right direction. 
4. In planning, things usually aren't as bad as you fear nor as good as you'd like.
5. Start simple, but start!
  • The 10 Commandments Of BrainstormingBrainstorming is big at most organizations today, but in becoming ubiquitous it has lost something. The invitation “Let’s brainstorm about that” typically leads to a gathering in a conference room where the convener asks for ideas then shoots them down as fast as they come up. Brainstorming has been compressed and made more efficient–killing its real purpose in the process.The whole point of brainstorming is to let creativity shine. You need to be very careful not to let criticism stifle that creativity. The creative process must be supported, nurtured and embraced wholeheartedly to generate good results. To that end, I’ve developed 10 commandments of brainstorming, universal rules to help establish a framework for imagination and creativity.Print out a copy of these rules and tape them to the wall before any brainstorming session. I’d also suggest you bring a bell, kazoo, drum or other noisemaker to the session. Every time someone breaks one of the commandments, ring the bell or beat the drum. Make your whole team responsible for enforcing the rules and holding everyone else accountable. Think of the rules as non-negotiable and make sure everyone on your team agrees to them before any idea generation begins.1) Thou shalt not judge. As ideas begin to flow, you must do everything in your power to let them flow. No one should be allowed to offer any judgment of any idea. The idea-generation phase is about generating ideas, not ranking them. Just let them run like the mighty Amazon. There will be plenty of time to evaluate them later.2) Thou shalt not comment. Even if the person next to you throws out the stupidest idea you’ve ever heard, let the process continue. The slightest comment or criticism will change the mood in the room, and the group will start to clam up. The objective is to bring ideas to the surface, not to discuss them. The only acceptable comment is a very short “wow,” “cool,” or “sweeeeeet.”3) Thou shalt not edit. Don’t let your inner editor join the session. When you’re brainstorming it doesn’t matter where the comma goes in the sentence, or how best to word something. The font choice, color palette and idea name are irrelevant. Editing is a left-brain activity that is completely separate from idea generation. Keep it that way. First, let the ideas come out; sloppy and uninhibited. You’ll have plenty of opportunity to edit later.4) Thou shalt not execute. The second an idea hits the whiteboard, you can easily become distracted by thinking about execution. You’ll wonder how the idea would come to life. What would it cost? Who would run it? What would the project plan look like? What would the financial implications be? Where would the work take place? When would we begin? Those are great questions for later, but avoid them at this stage. They are your left-brain in all its glory sneaking in and vying for a seat at the table. As important as that kind of thinking may be, it will quickly crush your creativity. Keep it out of the room.5) Thou shalt not worry. Fear is the single biggest blocker of creativity. It is pounded into us from childhood on. We learn in school that there is always one right answer and mistakes should be avoided at all cost. You need to release that fear to unshackle your true creative potential. If you’re leading the group, emphasize this before you begin. Tell your colleagues that every idea matters and that the whole point of the exercise is to get a lot of ideas on the board. To best create an environment where everyone feels comfortable taking risks and has no fear of embarrassment or negative consequences, set an example. If you as leader aren’t afraid to toss out silly, outrageous ideas, you will enable others to release their fears as well, so that their most creative thinking can emerge.6) Thou shalt not look backward. We can always learn a lot from the past, but it can also limit our ability to invent the future. Holding back an idea because we tried it once before and it didn’t work out so well is highly limiting. Think how much the world changes every day. An idea today comes into a world with an entirely new set of circumstances, market conditions, technologies and customer tastes. If it didn’t work in the past, it may just have been ahead of its time. Or perhaps that idea, when revisited, will lead to a revised version that can carry the day. Every idea is new at this moment, so share every one that you believe has merit.7) Thou shalt not lose focus. Idea sessions can easily dissolve into wandering and woolgathering. Don’t let it happen. An idea might remind someone of a story she just has to tell. Or it might lead to taking on a different creative challenge, or discussing a completely different topic. A right-brain creative state is so rare and so refreshing that its energy and excitement can cause a team to stray. To solve this, keep what I call a parking lot list. When unrelated topics come up, put them on the parking lot list to be discussed another time. This will keep the group focused on the task at hand while still making sure that important concepts are remembered and can get attention later.8) Thou shalt not sap energy. There are two kinds of people, zappers and sappers. When you’re with a zapper, you feel energized. You become engaged, you lean forward, you feel stimulated, which is ideal for creative expression. Sappers are the folks who drain your energy. Even if you’ve just had six shots of espresso and four Red Bulls, you want to fall asleep after speaking with them for five minutes. Just as you manage the clock or manage a budget, manage energy. The collective energy of the room can build into a frenzy, unleashing brilliant ideas while everyone has a great time, or it can devolve into yet another boring, BlackBerry-checking, clock-watching drone session. Do everything you can to keep the energy up. High-fives, cheers and positive vibes for all. Don’t allow negativity and energy-draining commentary to suck the life from the room.9) Thou shalt not compare. Comparing ideas is an insidious form of criticism that needs to be checked at the door with all other left-brain habits. Comparing usually contains an implicit criticism. “That’s like the idea Jim had back in ’05″ sounds harmless enough on the face of it, but think again. Remember Jim? Everyone hated him.10) Thou shalt not make funny at others’ expense. Brainstorming can become quite jolly, and the temptation to start joking about what comes up can be hard to resist. But resist it you must. Laughter at the expense of an idea is a fast way to kill it.
  • What is Strategic Planning?Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ensure that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust the organization's direction in response to a changing environment. It is a disciplined effort that produces fundamental decisions and actions that shape and guide what an organization is, who it serves, what it does, and why it does it, with a focus on the future. Effective strategic planning articulates not only where an organization is going and the actions needed to make progress, but also how it will know if it is successful.What is a Strategic Plan?A strategic plan is a document used to communicate with the organization the organizations goals, the actions needed to achieve those goals and all of the other critical elements developed during the planning exercise. What is Strategic Management?Strategic management is the comprehensive collection of ongoing activities and processes that organizations use to systematically coordinate and align resources and actions with mission, vision and strategy throughout an organization. Strategic management activities transform the static plan into a system that provides strategic performance feedback to decision making and enables the plan to evolve and grow as requirements and other circumstances change.
  • What is your greatest success? How did you attain that success? What were the challenges & what are the things you did to surpass them
  • 10 Steps For Developing Your Company’s Core Values80LikeLike 8048Tweet48This page has been shared 48 times. View these Tweets.29We wanted to share the outline with Delivering Happiness readers to give you a framework for thinking about developing core values for your own organizations.Step #1DECIDE IF YOU’RE COMMITTED to running a values-based company.This requires more patience with revenues and profits in order to lay the foundation.Make the decision sooner rather than later.Step #2FIGURE OUT YOUR PERSONAL VALUES.It’s surprisingly harder than you think.Be honest with yourself.Try using Tribal Leadership author Dave Logan’s “Mountains and Valleys” Core Values exercise to help you define your personal core values by reviewing significant milestones in your life and/or life-changing events.Step #3GET KEY PEOPLE’S PERSONAL VALUES.Partners, managers, and/or influencers.Zappos Email sent out in 2005Companies have core values, and we’re working on defining them explicitly for Zappos so everyone is on the same page… But the purpose of this email is to ask what everyone’s personal values are… please email me 4 or 5 values that you live by (or want to live by) that define who you are or who you want to be… (do not cc everyone)… each value should be one word or at most a short phrase (but ideally one word)… please email me the values that are significant and meaningful to you personally, not necessarily having anything to do with the company’s values…Step #4COMBINE PEOPLE’S VALUES.Don’t do this by committee – just 1 or 2 people.Step #5ASK MANAGERS TO TEST VALUES AGAINST EMPLOYEES & EX-EMPLOYEES.Zappos Email sent in 2006We’ve been working on a “Zappos Core Values” document, and the first draft of it is below. Please take the time to read it over and email me (do not cc everyone) any suggestions, additions, subtractions, or other feedback.In particular, think about any employees that you think represent the Zappos culture well, and whether what you like about those employees is covered by the 10 core values proposed below. Conversely, think about any employees that you think do not represent Zappos well, and whether the reason behind it is due to them not representing one or more of the core values below.This is a very important document, as we will give the final version to all employees. It will be more or less permanent for all the future years of Zappos, so your input is very important. Please make sure you set aside the time to read and think about it.Step #6TEST YOUR COMMITMENT.Are you willing to hire/fire people based on whether they fit your core values, even if an employee adds a lot of value in the short-term?Step #7SEND TO ENTIRE COMPANY, AND ASK FOR FEEDBACK.Step #8COMBINE PEOPLE’S VALUES (again)Don’t do this by committee – just 1 or 2 people.You can’t make everyone happy.Step #9ROLL OUT CORE VALUES TO ENTIRE COMPANY.Step #10INTEGRATE CORE VALUES INTO EVERYTHING YOU DO.Especially hiring, firing, and performance reviews.
  • LETTER to yourself
  • Transcript

    • 1. WELCOME & THANK YOU FOR COMING Department of Internal Medicine Notre Dame De Chartes Hospital Mt. Saint Paul, LTB Oct 30, 2013
    • 2. STRATEGIC PLANNING Department of Internal Medicine Notre Dame De Chartes Hospital Mt. Saint Paul, LTB Oct 30, 2013
    • 3. 0917 506 6551 doktorTong
    • 5. “OLD” Dept of IM, NDCH
    • 6. What did we do to deserve this..? probably for many of us -- it can be very difficult to stand back and take a hard look at what we want to accomplish and how we want to accomplish it.
    • 7. YOUR VALUES.. Write them..
    • 8. Group yourselves please…
    • 9. Loyalty If you work for a man, in heaven's name work for him. If he pays you wages which supply you bread and butter, work for him; speak well of him; stand by him, and stand by the institution he represents. If put to a pinch, an ounce of loyalty is worth a pound of cleverness. If you must vilify, condemn, and eternally disparage, resign your position, and when you are outside, damn to your heart's content, but as long as you are part of the institution do not condemn it. If you do that, you are loosening the tendrils that are holding you to the institution, and at the first high wind that comes along, you will be uprooted and blown away, and will probably never know the reason why. 
Elbert Hubbard
    • 10. A good friend will come to bail you out of jail. A true friend will be sitting next to you saying.. “damn that was fun!”
    • 11. are we doing things right, and are we doing the right things?
    • 12. HOW DO WE GET THERE?
    • 13. MORNING Intro Where are we now? Where do we want to go? AFTERNOON How will we get there? PROGRAM WORKSHOP STRATEGIC PLANNING A JOURNEY
    • 14. #1 ACTIVITY
    • 15. Shift happens
    • 18. MISSION
    • 19. What did I do to deserve this..? probably for many of us -- it can be very difficult to stand back and take a hard look at what we want to accomplish and how we want to accomplish it.
    • 20. Go TEAM or Go SOLO?
    • 21. HOW DO WE GET THERE?
    • 22. #4 ACTIVITY  Biggest dream
    • 23. ONE LINER: your personal reflections
    • 24. What are your plans?
    • 25. TOKENS
    • 26. TEAM IM: Reflections 2013 Dedication. Teamwork. Eye opener. Potentials are maximized. We can’t reach our goal if we don’t have one Improvement of Medical Service, Medical Training I have to be more involved. I am more capable than I think. I can be very useful. Legacy.