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  1. 1. Personal Strategic Planning A Colloquium Presentation Prof. Phillip R. Rosenkrantz Industrial & Manufacturing Engineering Department Cal Poly Pomona
  2. 2. Personal Strategic Planning Outline  Introduction  Definition of Success  Planning  Teamwork  Time Management Grid  Strategic Planning Grid  Recommendations for Personal Success
  3. 3. Introduction Some Basics:  Some people are consistently successful because of qualities and abilities they have developed in addition to their education and experience.  Value, as perceived by the customer, will determine your worth.  Genuine career happiness comes from achieving personal goals in harmony with organizational goals.  The objective of this presentation is to present some strategies that a professional can use to improve their chances of a productive career.
  4. 4. First: Food For Thought  Four Questions
  5. 5. What is the definition of “Success”? Paul J. Meyer  The progressive realization of • worthwhile, • predetermined, • personal goals, and…  being well balanced in the six major areas of your life: • mental, physical, spiritual, family, social, and career/financial – Paul J. Meyer
  6. 6. Do CEO’s who makes 100 times more than the average professional in the company know 100 times as much?  No. They are just a little better than anyone else.  Statistically, the best product, service or performance is usually not far ahead of second place.  The key is the winning edge.
  7. 7. What are the qualities of a great leader?  Understands the Big Picture.  Has vision and is a systems thinker  The ability to effectively empower, develop, and lead people/teams.  A great leader is able to see the context of the situation they are in -- whatever that is -- and react accordingly. They ADAPT to the situation and those they lead.
  8. 8. Seven Habits of Highly Successful People by Steven Covey  Habit 1 - Be Proactive  Habit 2 - Begin with the End in Mind  Habit 3 - Put First Things First  Habit 4 - Think Win/Win  Habit 5 - Seek First to Understand, Then to Be Understood  Habit 6 - Synergize  Habit 7 - Sharpen the Saw
  9. 9. So. What can be done to develop more of these qualities?  Personal Leadership • Personal Strategic Planning combines strategic planning and time management together. • Know where YOU fit in the organization and on your team. • Continuous improvement in all six areas of life • Become a student of leadership and management styles • Find a one or two mentors • Read and take notes
  10. 10. Let’s Look at Strategic Planning  Where are we now? What is in the future? • Environmental Scan/Futures • Focus Groups (internal and external) • Surveys  Assessment/Inventory/SWOT • Strengths • Weaknesses • Opportunities • Threats
  11. 11. Strategic Planning Steps - cont’d  Vision • Pie in the Sky  Mission Statement  Organizational Goals • Brainstorming & Refinement  Operational/Departmental Plans • The “walkabout”  Implementation
  12. 12. Personal StrategicPlanning Basics (in Priority Order)  Self Assessment  Mission & Vision • Personal Vision • Mission Statement (long range-lifetime)  Goals • Personal • Organizational
  13. 13. Personal Planning Basics (in Order) - Cont’d  Plans (tactical) • Personal • Personal Time Management • Organizational
  14. 14. Teamwork/Organizational Assessment  Your expections should vary based on what type of an organization you are in. Set Goals accordingly.  Be realistic.  Look for opportunities.  If the fit is bad, change companies.
  15. 15. Team Orientation / Learning Communities  Leadership - • Long-term success requires good leadership.  Teamwork - • Effective andempowered teams responsible for problem solving and product development.  Culture - • Core values and operating norms. Sense of community.  It is important for you to know the status of each so you can assess your future.
  16. 16. Teamwork Stages of An Organization Low >>>>>>>>>> Team Focus >>>>>>>>>> High Stage 1 Stage 2 Stage 3 External Internal
  17. 17. Stage 1 Organization - Low Team Focus  No vision, mission or strategic focus.  Organizational goals unclear.  Disorganized with individuals doing whatever they think is best for them or their unit. Weak core values.  Customer is an afterthought.
  18. 18. Stage 2 Organization - Moderate Core Value Development and Team Effort  Some teams formed.  Some training at the interpersonal level.  No real sense of mission toward corporate objectives.  Customer is important but customer satisfaction is not the goal of all subgroups.  Upper management does not understand modern tools-- but pretends to anyway.
  19. 19. Stage 3 Organization - A Learning Community  Shared Vision (e.g., Xerox)  Effective Teamwork and Strategic Planning.  Core values important and well integrated into the company’s corporate culture.  Internal and external customers important.  Willingness to use TQM tools.  Sense that everyone succeeds or fails together.
  20. 20. Time Management Grid Urgent Not Urgent I II "Quadrant of Important Crises, Problems, Deadlines Quality" (primary Planning, Prevention activities New Ideas, True re- based on Results: Stress & Burnout if creation, dominant, crisis strategic management, putting out plan) Results: Vision, fires Perspective, Balance, Control, Few crises III"Quadrant of IV "Quadrant Not Deception" of Waste" Important Interruptions, Some mail, Trivia, busywork, Junk (do not some reports, Some mail, email, Some contribut meetings, Many popular phone calls, Escape activities activities e to strategic Results: Short term focus, Results: total plan) lack of meaningful results, irresponsibility, easily see goals and plans as fired, others get the job worthless, done
  21. 21. Strategic Quality Grid Urgent Not Urgent Internal External Offensive Offensive Important Internal External Defensive Defensive Not Important
  22. 22. Quadrant II - Strategic Quality Grid Internal External Flexibility Market Offensive Enhancement Expansion Strategies Speed up processes, Innovation, (expansion,c Lead in innovation, Emerging reativity, new technology, markets) Reduce critical path, Outreach, Market Reduce cycle time research Defensive Waste Prevention Customer Strategies Cost control, Reduce Retention (prevent defects, Improve Responsiveness, loss, maintain communications, Meet customer share, "right Reduce variation needs, metrics and response") tracking
  23. 23. Affinities in the Strategic Planning Grid Internal External Flexibility Market Offensive Enhancement Expansion Strategies Managers CEO Innovators Sales Managers Engineers “Visionaries” Waste Customer Defensive Prevention Retention Strategies Administrators Customer Accountants Service Engineers Managers
  24. 24. Roles First Things First - Steven Covey  Define Your Roles - Brainstorm and identify all the roles you have in your life. Then identify the major or key roles. Keep total to seven or less: • Major Personal Roles (father, husband, coach, writer, etc.) • Major Corporate Roles (team leader, supervisor, trainer) • Add: Sharpen the Saw (exercise, reading, conferences, etc.)
  25. 25. Roles (cont’d) “First Things First” - Steven Covey  Using your personal and corporate strategic plans and program goals, identify weekly goals for each role. • Plan each week by scheduling for your goals first (Quadrant II). Combine as much as possible. Include time for Sharpening the Saw. • Follow your plan and make changes based on priorities (mission and goals)...staying in Quadrants I & II. Avoid Quadrants III & IV.
  26. 26. Summary of Personal Strategic Planning  Develop a personal mission statement  Set meaningful goals in the six areas of your life  Identify your 7 major roles  Set two realistic goals per week for each role  Plan the week  Manage the day

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