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Business Planning Program
- 2. UNCLASSIFIED UNCLASSIFIED Welcome 1. Identify the key issues and opportunities for your business 2. Develop a clear business vision 3. Define your competitive advantage 4. Build a One Page Business Plan 5. Identify barriers to implementation and strategies to overcome them 6. Review your marketing strategy Over the duration of the program you will :
- 3. UNCLASSIFIED UNCLASSIFIED Business Quality and Excellence Review Leadership 10% People 9% Policy & Strategy 8% Partnerships & Resources 9% People Results 9% Society Results 6% Customer Results 20% Innovation and Learning Enablers 50% Results 50% Key Performance Results 15% Processes 14% • The model is based on nine criteria • Five of these are ‘Enablers’ and four are ‘Results” refer to page 2
- 4. UNCLASSIFIED UNCLASSIFIED WHERE will we be in the future? HOW do we get there? Now – Where - How refer to page 8
- 5. UNCLASSIFIED UNCLASSIFIED FACTORS Where are you NOW? Your Customers Sales, Costs & Profits Your Products / Services Your Pricing Marketing & Promotion Your People Your Role Industry EXERCISE • Where are you NOW in regard to the below Factors? Now – Where - How refer to page 9
- 6. UNCLASSIFIED UNCLASSIFIED Stage 1 = 1- 2 years Stage 2 = 1- 2 years Stage 3 = 2- 5 years STRUCTURE WASTE BELIEFS Stage 1 Stage 2 Stage 3 Visible Invisible Business Improvement Stages refer to page 9
- 7. UNCLASSIFIED UNCLASSIFIED OPERATIONS STRATEGY MARKETING STRATEGY SUSTAINABLE COMPETITIVE ADVANTAGE INNOVATION STRATEGY HUMAN RESOURCE STRATEGY FINANCIAL STRATEGY Strategic Planning Model refer to page 10
- 8. UNCLASSIFIED UNCLASSIFIED 1. What we do? 2. What do we excel at? 3. What is our reputation? 4. Who are our customers? 5. What are our Customer Characteristics? 6. Customers, what will they value? 7. What will be on the invoice? 8. How will we measure success? Vision Questions refer to page 11
- 9. UNCLASSIFIED UNCLASSIFIED BUSINESS AREAS VISION Your Customers Sales, Costs & Profits Your Products/Services Your Pricing Marketing & Promotion Your People Your Role Industry Vision Questions EXERCISE • Imaging you are the CEO of your business and it is five year’s in the future. Outline what the business looks like under each of the following headings. refer to page 12
- 10. UNCLASSIFIED UNCLASSIFIED If you had a Magic Wand and you didn’t have to worry about the how or the cost involved, what would you change about your business? Magic Wand refer to page 13
- 11. UNCLASSIFIED UNCLASSIFIED Magic Wand EXERCISE • Record below what you would change. MAGIC WAND CHANGES 1. 14. 2. 15. 3. 16. 4. 17. 5. 18. 6. 19. 7. 20 8. .21. 9. 22. 10. 23. 11. 24. 12. 25. 13. 26. refer to page 13
- 12. UNCLASSIFIED UNCLASSIFIED Mindmapping EXERCISE • Complete your own Mindmap on a key issue or opportunity refer to page 13
- 13. UNCLASSIFIED UNCLASSIFIED CUSTOMERSCOMPETITION BANKS ECONOMY Where does the control lie? Locus of Control refer to page 15
- 14. UNCLASSIFIED UNCLASSIFIED Locus of Control EXERCISE • Review the list of people below and decide whether each has an internal or external locus of control • What can be done to change someone from an external locus to someone having an internal locus? PEOPLE EXTERNAL - INTERNAL COMMENTS Manager Business Partner Staff Customer Supplier Children Other refer to page 15
- 15. UNCLASSIFIED UNCLASSIFIED Key Success Factor (A) Value to Customer (B) Current Ability To Beat Competitor (C) Internal Impact (D) Total (E) Service 7 Innovation 5 Price 6 Product Range 7 Quality 7 Management 3 Response Time 9 7 8 17 Best People 9 6 7 16 Brand Name 6 Rate of Change 8 6 5 13 Sustainable Competitive Advantage refer to page 17
- 16. UNCLASSIFIED UNCLASSIFIED Sustainable Competitive Advantage EXERCISE • The Mindshop SCA tool is an 8 Step process requiring you to score / rate factors out of 10, where ‘10’ is the high value and ‘0’ is the low value Key Success Factor (A) Value to Customer (B) Current Ability To Beat Competitor (C) Internal Impact (D) Total (E) 1. 2. 3. 4. 5. 6. 7. 8. refer to page 18
- 17. UNCLASSIFIED UNCLASSIFIED Pareto Analysis • Use this tool when you need to sort out the vital few from the trivial many • It is based on the premise that 80% of problems are due to 20% of the possible causes Examples: • 20% of your customers provide 80% of your sales • 20% of your products provide 80% of your sales • 20% of your products provide 80% of your problems • 20% of your customers provide 80% of your problems 80% 20%
- 18. UNCLASSIFIED UNCLASSIFIED Issue Opportunity For Improvement Ability to Support the SCA Total Score Comments Example Quality 6 7 13 Has been a focus in the past Issue Ranking EXERCISE • Select issues that you feel are the most relevant from the previous exercises and score them out of 10, against the two factors refer to page 20
- 19. UNCLASSIFIED UNCLASSIFIED EXERCISE • These are your Key Issues Issue Ranking KEY ISSUES 1. 2 3. refer to page 20
- 20. UNCLASSIFIED UNCLASSIFIED • a Force Field Analysis enables you to identify the action plans you need to put in place to remove any of your barriers • Force Field takes your strategies into action Force Field Analysis
- 21. UNCLASSIFIED UNCLASSIFIED P O S I T I V E N E G A T I V E 6. No Accountability 7. No CRM 8. Leadership 9. Customers 10. Reward / Bonuses 1. Training 2. Sales Management 3. Sales Process 4. Product / Service 5. Innovation + VE - VE a. Weekly reporting of sales activity b. Each sales person explains results a. Implement Salesforce.com b. Engage virtual assistant to enter new names a. Owner needs to attend each sales meeting b. Paper outlining vision development for business a. Segment customer base by loyalty b. Identify low hanging fruit opportunities a. Research best practice b. Implement a new bonus structure a. Research best practice techniques b. Up-skill quickly online a. Engage a new sales manager b. Identify KPI’s to measure c. Weekly sales meetings a. Review last 10 sales successes b. Document a simple process c. Review industry best practice a. Reduce produce lines of poor sellers b. Introduce new service to A customers a. Social media campaign development b. Gather best customer testimonials c. Use You Tube videos to promote products S A L E S G R O W T H Force Field Analysis refer to page 21
- 22. UNCLASSIFIED UNCLASSIFIED Force Field Analysis EXERCISE • Select the Number 1 issue from your previous Pareto process and conduct a Force Field Analysis on it. • What are your 3 key actions? 1. P O S I T I V E I S S U E N E G A T I V E 6. 2. 7. 3. 8. 4. 9. 5. 10. +ve -ve
- 23. UNCLASSIFIED UNCLASSIFIED Strategic SWOT A Strategic SWOT Analysis is a terrific way to develop strategies refer to page 23
- 24. UNCLASSIFIED UNCLASSIFIED Strategic SWOT EXERCISE Identify your strengths, weaknesses, opportunities and threats and then apply the following questions: Question 1 – How can I use these strengths to commercialise these opportunities? Question 2 – How can I use these strengths to overcome these threats? Question 3 – What do I do to make sure that these weaknesses don’t spoil these opportunities? Question 4 – What if these weaknesses combine with these threats, what corrective action will I need to take?
- 25. UNCLASSIFIED UNCLASSIFIED Product Place Promotion Price This is a simple framework to allow business people to look at various marketing activities they could implement under the four headings: 4 P’s of Marketing refer to page 25
- 26. UNCLASSIFIED UNCLASSIFIED 1. Understand your clear Niche & Target 2. Develop Good Content 3. Distribute the Content 4. Connect to Target Market Social Media Strategy Source: www.zeromomentoftruth.com refer to page 26
- 27. UNCLASSIFIED UNCLASSIFIED EXERCISE • How will you leverage Social Media more effectively? Social Media Strategy refer to page 27
- 28. UNCLASSIFIED UNCLASSIFIED PICTUREWORDS NEW PRODUCTS – NEW MARKETS DIVERSIFICATION PICTUREWORDS NEW PRODUCTS – EXISTING MARKETS PRODUCT EXPANSION PICTUREWORDS EXISTING PRODUCTS – NEW MARKETS MARKET EXPANSION PICTUREWORDS EXISTING PRODUCTS – EXISTING MARKETS MARKET PENETRATION • Put in a loyalty program for A class customers to encourage them to buy more • Open Qld Store • Do a JV with supplier in new segment • Bring in stakeholders to discuss new innovations to product range • Do product surround exercise • Engage BD person in Hong Kong to investigate new opportunities for export of adapted product Growing the Business There are four main ways that you can grow a business: refer to page 28
- 29. UNCLASSIFIED UNCLASSIFIED Growing the Business EXERCISE • Plan how you can use each method to grow your business MARKET PENTRATION – Existing Products – Existing Markets MARKET EXPANSION – Existing Products – New Markets PRODUCT EXPANSION – New Products – Existing Markets DIVERSIFICATION – New Products – New Markets refer to page 29
- 30. UNCLASSIFIED UNCLASSIFIED DOPLAN CHECKACT PDCA (Plan Do Check Act) Cycle The PDCA Cycle is another simple process designed to support continuous improvement. It is a checklist consisting of four stages: refer to page 30
- 31. UNCLASSIFIED UNCLASSIFIED PERFORMANCE PROGRESS - - - - - Current Performance Level CHECK PLAN DO ACT QA Small Step Improvement Big Step Improvement PDCA (Plan Do Check Act) Cycle
- 32. UNCLASSIFIED UNCLASSIFIED Plan 5/10 2/10 1/10 10/1000 = 1% What can be done to influence the improvement in the Change Potential? Dissatisfaction Vision = Example: DVP Change Formula refer to page 32
- 33. UNCLASSIFIED UNCLASSIFIED DVP Change Formula EXERCISE 1. Review the Dissatisfaction, Vision, Plan factors in your own organisation 2. What is your change potential? 3. What do you have to do to get the score for Dissatisfaction to 10? 4. How to you get the score for Vision to 10? 5. How do you get the score for Plan to 10? refer to page 33
- 34. UNCLASSIFIED UNCLASSIFIED INSTRUCT MOTIVATE TRUST SUPERVISE SKILL ENTHUSIASM LOW 0 HIGH 10 HIGH 10 5 5 Coaching Skills Matrix refer to page 34
- 35. UNCLASSIFIED UNCLASSIFIED Coaching Skills Matrix EXERCISE • Complete a Coaching Matrix on the people who you currently work with • Write four names on your worksheet and then plot them on the matrix Person Name A. B. C. D. refer to page 35
- 36. UNCLASSIFIED UNCLASSIFIED Coaching Skills Matrix EXERCISE • Develop a coaching plan for each team member TEAM MEMBER ACTIONS DATE A. B. C. D. refer to page 36
- 37. UNCLASSIFIED UNCLASSIFIED Crisis Pressing Problems Deadlines 1 Build Relationships Planning Strategy Training Fitness Family Self 2 Interruptions Some phone calls Some mail Pressing Matters Popular Activities Meetings Reports 3 4 Trivia Some Mail Some phone calls Pleasant actions Time Wasters URGENT NOT - URGENT I M P O R T A N T N O T I M P O R T A N T Covey’s Time Management Matrix refer to page 37
- 38. UNCLASSIFIED UNCLASSIFIED Covey’s Time Management Matrix EXERCISE • How will you free up more Quadrant 2 time for yourself?
- 39. UNCLASSIFIED UNCLASSIFIED T I M I N G - Who & When ByA C T I O N P L A N SS T R A T E G I E S K P Manufacturing SALES PLAN Date Revised: 21 October 2013 W H E R EN O W • Sales $1.9 million • No sales person • Order taking culture • Average sales $15k • Sales $3 million • Two full time sales person • Problem Solving Culture • Average sales $25k SALES TRAINING KEY ACCOUNT GROW PROFIT 1. Implement a new CRM system 2. 4 day SPIN course for staff 1. MP Immediate 2. JS November SOCIAL MEDIA 3. 1 Page Plan top 20% clients 4. Alliances Plan 5. Target exposed Clients 6. Regional selling events 7. Video online for all products 8. Connect via LinkedIn to all customers/ prospects 1. JS October 2. JS October 1. BM January 2. JS November 1. JS January 2. JS March One Page Plan refer to page 38
- 40. UNCLASSIFIED UNCLASSIFIED One Page Plan EXERCISE • Develop your One Page Business Plan T I M I N G - Who & When ByA C T I O N P L A N SS T R A T E G I E S W H E R EN O W refer to page 40
- 41. UNCLASSIFIED UNCLASSIFIED Small Business Mentoring Service Small Business Mentoring Service Business mentors help you to identify a clear direction for you and your business Business mentors can also advise you on how to: conduct market research price and/or cost your products or services develop an effective marketing strategy use other business management tools To arrange a session with a business mentor go to: www.sbms.org.au
- 42. UNCLASSIFIED UNCLASSIFIED Thank you for attending, what is your Number 1 take home lesson? Visit business.vic.gov.au/events for more workshop information Discussions and Questions
Editor's Notes
- 20 minutesExplain the key elements to be covered during the program while having participants open the workbook they have been provided at the contents page for more detail. State that the tools covered during the course will provide layers of learning and discussion to continue to refine planning elements rather than be a prescriptive approach. However all these insights will be pulled together in the end by way of a One Page Plan for their business. At this stage ask each attendees to spend 1-2 minutes introducing themselves and explaining quickly the key outcome they would like to achieve from the program. Ensure you manage the time taken by each attendee during their overview.
- 25 minutesExplain the Business Quality and Excellence review as an approach to pin-pointing key area’s for improvement in their current business to set the context for the program. After stepping briefly through the model explaining each of the boxes and summarizing them into enablers and results, provide them 15 minutes to go through the exercise in the workbook. After they have finished, debrief the group to hear what some of the scores were and how people performed. Summarise any key points before moving to the next section
- 5 minutesDiscuss that now you have a peg in the ground for their NOW and have discussed various planning models you can start to look at their WHERE. This involved getting a very clear vision for where the business wants to be. State that there are many approaches that can be taken to create a vision for the business such as setting a time in the future which could be 3 years, 5 years or even 10 years and answering the questions on this slide, drawing your vision or by going through a similar exercise such as the one they did for their NOW. Have a discussion for a minute or two about the importance of a vision for a business so this is clear to all attendees that a vision can’t be just in the head of the owner but has to be something the entire team is aware of.
- 20 minutesState that they can do the vision questions at another time but to provide context back to their NOW items they should now go through and picture themselves in 5 years time and now against the same factors as their NOW analysis note down what their business will look like. Once again get them to do it in pairs (to get some energy up in the room) and after 15 minutes call time and gather feedback from participants as to some of their WHERE items. Summarise and move to the next slide.
- 3 minutesLead into this section of the workshop by stating that a great way to get people to think outside the box now they have got clarity on their NOW and WHERE is to use a Magic Wand. Read out the question on the slide and ask attendees what this simple question does? Answer is it stops people thinking of hard wired barriers to change / innovative thinking and just brainstorm fresh ideas about what could change.
- 17 minutesGet them into new pairs now (so get them crossing the room, again for networking but also to boost energy) to spend 8-10 minutes noting down what they would change about their business if they had a magic wand. After 10-12 minutes get them to feed back a few examples of magic wand items they came up with to get them thinking of fresh ideas / strategies / issues.
- 16 minutesNow that they understand the concept of Locus of Control ask them to complete the exercise relating to these example people. Once again these are just example people and they can replace the names to be more specific if they like. Give them 10 minutes to complete the exercise and detail how they may assist them have a more internal locus of control.Debrief for a further 3-5 minutes.This may be your last slide before a lunch break and if so please summarise what has been covered so far during the workshop and key points that have been raised. Now have a lunch break for 45-60 minutes and explain that when they come back they will be looking at their competitive advantage.
- 10 minutesTake some time to explain the concept of sustainable competitive advantage and how this example of the tool works. Stress that while the tool is called Sustainable Competitive Advantage it is something in a rapidly evolving market that should be reflected on (even if it is still valid) annually. State that it can also take some time to refine and test a sustainable competitive advantage to see if it is ‘clear’ enough to deliver the outcomes attendees are seeking in their business. Also make a suggestion (and you could do as an exercise thanks to Facilitator, Bill Pickett) to help them determine the key success factors by asking a question such as “Why did your last 3 customers choose you?”. Some facilitators will notice we use ‘internal impact’ rather than ‘pervasiveness’ now to make it easier to explain to attendees.Ensure you explain clearly the scoring and to make it easier you may find it beneficial to just step through the 8 steps in the workbook so attendees are very clear on how to complete this tool.
- 40 minutesAsk attendees to now complete the exercise in pairs (to again get energy up after lunch). Give them 15 minutes to work on one business and then call time and ask them to switch businesses and spend 15 minutes working on the other business. With the final 10 minutes hear from a few people how they found the process and what were some of their ‘we will win statements’ .Walk around during the completion of this tool to ensure the scoring is done correctly as sometimes people will add all scores rather than just the B and D columnsSummarise any key points and move to the next slide.
- 10 minutesLead into this section by summarising where they are now in the business improvement process. You could do this by stating they should now have clarity around their NOW, their WHERE, have started to think about the key issues in their control as to HOW they will get there and also clarified their competitive advantage in their market. State that in such a busy business environment its impossible to do all the strategies / ideas / projects on your do list in order to get you where you want to go. Thus you need the ability to focus on the 20% of things that will provide you 80% of the benefit. This is the nature of Pareto Analysis. Now explain Pareto and ask for examples from participants of where they have seen this dynamic play out in their own business environment. Have a discussion about this for a few minutes to clarify the Pareto concept before moving onto Issue Ranking.
- 17 minutesExplain the Issue Ranking process and the filters of opportunity for improvement and ability to support the SCA. Ask an open ended question as to why would these filters be used? Gather some feedback. Also mention that again if they felt very strongly another factor such as impact on profitability was a critical element for their business, they could replace one of the filters with that. State that they can list the issues that they see are the key strategies / issues over the next 12 months to take them from where they are NOW to WHERE they want to be. As an aside you may mention that a tool like Mindmapping could be used to flush out the issues.Now get them by themselves to go through the Issue Ranking exercise for 10-12 minutes. When they have finished go to the next slide.
- 8 minutesThey can now look at their Issue Ranking exercise and select the top 3 scores (essentially doing a Pareto Analysis) to list as their top 3 issues over the next 12 months, to take them from where they are NOW to WHERE they want to be.Get them, after they have written them down, to feedback some of the key issues to the group.Summarise and then dependent on your timings moving into a 20 minutes coffee break
- 2 minutesRead the notes on the slide and explain that a Force Field is a powerful (but simple) way to drive strategies (so the key issues from your Pareto Analysis / Issue Ranking) into action.
- 17 minutesStep slowly through explaining how a Force Field works either using the sales growth example OR by doing a live example on the white board / flip chart. Ensure attendees know the sequence / wording to use when doing a Force Field. At the end of the example ask participants if they have any questions as you will soon be giving them a chance in pairs to do a Force Field on their number 1 key issue from their Issue Ranking exercise.
- 80 minutesWe are allowing ample time to complete this tool as its such an important tool for people to be comfortable in using. Break people off into NEW pairs (again for energy and to allow people to work with different people) to complete a Force Field on each others key issues. Provide them 35 minutes each (so 70 minutes in total) and call time after 35 minutes so they can swap. Ensure they have done a Pareto Analysis to select their 3 key actions from the Force Field. After both parties have completed their Force Field debrief how they found the process.If this is the end of Day 1 of the workshop, now summarize where they are at in the business improvement process and hear from around the room their key take home messages from the process so far. Discuss the next steps between now and the next workshop so they are clear.
- If this is the start of the second day of the workshop allow yourself 30 minutes at the start to welcome people back, re-set where they are at in the program and allow an opportunity to go around the room and hear what participants have achieve since Day 1 of the workshop. 15 minutesExplain the Strategic SWOT as a terrific methodology to develop strategies. Discuss how it compliments the tools already learnt and that many of the strategies developed in a SWOT would also fall into the final One Page Plan. Explain how the Strategic SWOT works by following the explanation in the manual or on the slide.
- 35 minutesExplain that they should now complete on their own a Strategic SWOT on their business. After about 20-25 minutes if people have started finishing get them to discuss their results with the person next to them. When all participants have finished, gather feedback on how they found the process and some of the strategies they developed.After the Strategic SWOT you may like to have a brief 20 minute coffee break.
- 10 minutesLead into this slide by stating that one of the key strategies in most businesses will be something to do with growth or marketing and a great framework to help them think of various marketing activities is the 4 p’s. Explain the 4 p’s (do each one individually for 1-2 minutes) and position it that it is being explained to help them generate ideas for the next exercise they will look at. Summarise and go onto the next slide.
- 15 minutesState that in the current business environment all growth or marketing strategies will have to address where social media fits. Ask for a show of hands who feels comfortable with how they are currently using social media in their business? Have a brief discussion. Now explain the Zero Moment of Truth concept to attendees so they understand Googles research into the fact that 88% of consumers will now research your business or product online before deciding as to whether they buy from you. This raises the question as to what will they find about you when they do that research and how can you do more to control that message. After you have discussed that and suggested they go online to look at the zero moment of truth website, state that a suggested way to get started in refining their businesses social media strategy would be to start with having a clear niche, then develop good content focus at that niche, then distribute the content through social media channels and then connect that with your target market. Use the manual to describe some example social media tools (although there are thousands!!) they could use at steps 2, 3 and 4.Now move to the next slide.
- 15 minutesGet them spending 10-12 minutes in pairs developing strategies to leverage social media more effectively as part of their marketing strategies. Debrief at the end of the 10-12 minutes to hear some of the great ideas.
- 10 minutesExplain that there are 4 ways to grow a business being: Market Penetration, Market Expansion, Product Expansion and Diversification. Explain each clearly for 2 minutes so participants understand the context for them. Use the example on the slide to assist you.
- 30 minutesProvide them 12 minutes each to work in pairs on each others business to come up with 2 or 3 strategies under each heading. Then at the end of the 12 minutes get them to select the 2-3 strategies that they feel will have the biggest impact on the growth of their business. After both people have completed the exercise, have a short debrief as to how people progressed and some of the strategies they came up with. Summarise and move to the next slide
- 5 minutesExplain that at this stage of the workshop they need to start thinking about how they will implement all the good ideas that have developed during the workshop and ensure they are implemented effectively. State that a great methodology to keep in mind to help structure their implementation is that of PDCA. Talk through what the P, D, C and A means.
- 5 minutesFinish off providing an understanding of PDCA by putting in in the context of the graph on the slide where they need to ensure that as they are progressing with improvements, that they put quality assurance (QA) systems in place after each step forward to ensure processes adapt and old habits don’t creep back in. If they do then the improvements will be lost and performance will reduce. This is a great model to explain where PDCA fits into improved performance.
- 7 minutesExplain slowly the 3 elements of DVP and how the scoring process works. Run through some examples to get people thinking of what would happen for example if they had a high score for Vision but low for Dissatisfaction and Plan? (answer nothing as nothing would get done). Explain the need to have a high change potential score to ensure that again they have the motivation, plan and vision to make the changes happen. Discuss the typical strategies to lift the scores closer to 10 on each factor.
- 23 minutesAsk them to complete the DVP scoring on their own business for 3 minutes. Then in pairs for 15 minutes they can discuss their scores and work through the worksheet to develop strategies to lift their scores to 10 (or close to 10). Debrief the exercise and discuss some of the strategies they each came up with. Stress the importance of this exercise as without a high change potential nothing will happen out of the workshop.At this point on Day 2 of the workshop you may like to break for lunch for 45-60 minutes. Before hand ensure you have summarisd what they have covered already during day 2 of the workshop and any of the key insights which were discussed.
- 10 minutesAfter the lunch break come back and lead into this next tool by stating that people will be a key element of strategy implementation and attendees ability to ‘coach / develop’ their team members (even in a very small team of 2 or 3 other employees) is critical for implementation success.Explain the Coaching Matrix model by discussing each box individually for 1-2 minutes.
- 5 minutesAsk participants to write down the names of up to 4 team members and then plot them on the Coaching Matrix to see which quadrant they would fall into.
- 30 minutesNow ask them to pair up (in NEW pairs so they get to hear perspectives from different people) and spend 10-12 minutes each developing a coaching plan for each team member. After 10-12 minutes call time and get them to switch to now focus on the next business. At the end of the exercise, debrief some of the actions people came up with to improve their ability to coach / develop their team members.
- 10 minutesLead into this Covey Time Management Matrix tool by stating that another aspect of being ready to change is having the time to change! Explain the Covey Time Management Matrix which many of them may have seen over the years. Ask for a show of hands as to who has seen the matrix or read any of Stephen Covey’s books. Explain the tool by going through each of the 4 quadrants individually for a minute or two each. Ensure all participants understand the tool and now move to the next slide
- 20 minutesPotentially to keep freshening up the format, do this as a group exercise and spend 15 minutes mindmapping some ideas from the group on how to free up more quadrant 2 time in their busy lives. For the final 5 minutes ask them now to note down in their workbooks the ideas most relevant to them.Now break for the final coffee break for 20-30 minutes
- 10 minutesThis is the final element of the workshop and now brings all the elements together.Explain how the One Page Plan works and where elements done through-out this workshop would be used to populate the plan. Therefore explain the Now and Where are from the exercise completed around the Now – Where. The strategies would come from the Pareto / Issue Ranking exercise (or the Strategic SWOT and some other exercises) and the actions are the outcomes from doing a Force Field on each of the strategies. The timing, who and by when are then entered. This needs to be VERY clear to attendees for them to understand this tool properly.
- 70 minutesGive them 40 minutes to work by themselves to pull together their One Page Plan, the actions, timings, who and by when. Then call time and get them pairing up for 20 minutes to challenge each other on the actions / strategies in light of their vision. Spend the last 10 minutes debriefing how they went with the planning process and some of the strategies / actions