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Developing a Personal Strategic Plan

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Developing a Personal Strategic Plan

  1. 1. Developing  a  Personal Strategic  Plan Presented  by: Wm.  (Chip)  Valu?s,  PhD
  2. 2. Can  you  relate?  “I  have  too  much  to  do  and  not  enough  ?me  to   do  it  all.”  “I  can’t  find  the  balance  between  my  personal   life  and  work.  When  I  take  ?me  from  one  or  the   other,  it  just  makes  maJers  worse.”  “There’s  simply  too  liJle  of  me  to  go  around.”  “I  don’t  feel  in  control  of  my  life.”  “Way  down  inside  I  have  this  empty  feeling.  It’s   like  the  song,  ‘What’s  it  all  about?’”
  3. 3. A  Few  Examples  of  Pace  There  is  more  computer  power  in  a  Dodge   Neon  than  was  on  Apollo  Eleven.  The  largest  private  employer  in  America  is   Manpower  Temporaries.  Our  knowledge  base  doubles  every  5  years.  Half  of  all  Americans  would  choose  a  new   line  of  work  if  they  had  a  chance. earthobservatory.nasa.gov
  4. 4. What  if… With  $5  million  and  5  years  to  live, what  about  your  life  would  you: Change     Not  Change southernalpha.com
  5. 5. Strategic  Planning  Components
  6. 6. Core  Purpose •What  is  your  reason  for  being?   •Why  do  you  exist? •You  can  achieve  a  goal  or   complete  a  strategy,  but  you   cannot  fulfill  a  purpose. •The  five  Why’s
  7. 7. Core  Values  Values  you  hold  regardless  of   whether  or  not  they  are  rewarded.  Things  you  would  hold  true  even  if   they  hurt  you  or  your  company  They  stand  the  test  of  ?me www.hooping.org
  8. 8. Vision  SeGng Before  moving  forward,  let’s  look  back: In  2003…  Where  were  you?  What  were  you  doing?  What  were  you  earning?  What  were  you  dreaming?  What  were  you  planning?
  9. 9. In  2013…  Are  you  where  you  thought  you’d  be?  Did  you  influence  the  “ride”?  What  would  you  do  different?  What  would  you  keep  the  same? bahaiteachings.org
  10. 10. Vision  SeGng:  Components  of   A.  Physical B.  Financial C.  Rela?onships D.  Professional/Career E.  Lifestyle  Issues F.  Life  Balance G.  Legacy www.sportsinfo101.com
  11. 11. Vision  SeGng:  Vehicles  for: 4.  Designated  Time 2.  Commute 3.  Journals 1.  Personal  Retreat www.damiandining.com
  12. 12. Personal  10-­‐Year  Vision Must  be:  Inspiring  &   mo?va?ng  Clear  &  measurable  Challenging,  but   realis?c  Shared www.orion-management.co.uk
  13. 13. Your  SWOT  Analysis What  will  help  or  hurt  the   a5ainment  of  your  vision?
  14. 14. Prerequisites  for  Change 1.  Awareness 2.  Mo?va?on/Desire 3.  Skills  and/or  Abili?es 4.  Opportunity 5.  Feedback
  15. 15. Awareness Know  what   I  know Know  what  I   don’t  know Don’t  know   what  I  know Don’t  know   what  I  don’t   know Competence Incompetence Know Don’t     Know
  16. 16. Urgent Not  Urgent Important Not   Important •Crises •Pressing  Problems •Deadline-­‐driven             projects,  mee?ngs,   prepara?ons •Prepara?on •Preven?on •Values  clarifica?on •Planning •Rela?onship  bldg. •Interrup?ons •Some  mail/reports •Many  pressing   maJers •Many  popular   ac?vi?es •Trivia,  busywork •Junk  mail •Some  phone  calls •Time  wasters •“Escape”  ac?vi?es Time  Management  Matrix
  17. 17. 3-­‐Year  Strategic  ObjecUves Specific Measurable Applicable Realis?c Time  Bound wpninstitute.com
  18. 18. The  TacUcal  Plan  What  must  be   done  How  it  will  be   done  When  it  should  be   done  Road  maps,  results   and  rewards www.mayoralan.com
  19. 19. “What”  must  be  done Developmental  areas:   1.  Knowledge  development   2.  Skill  acquisi?on   3.  Ability  enhancement   4.  Personality  growth
  20. 20. “How”  it  will  be  done Developmental  methods:   1.  Specific  roles  and  responsibili?es   2.  On-­‐the-­‐job  training  and   exposure   3.  Mentors  and  advisors   4.  Extra-­‐curricular  ac?vi?es  and   involvement   5.  Formal  training  and  educa?on raklogistics.com
  21. 21. Road  maps,  results  and  rewards Developmental  requirements:   1.  Observable  and  measurable   goals  or  targets   2.  Regular  feedback  and   evalua?on   3.  Posi?ve  and  nega?ve   consequences
  22. 22. PuGng  it  All  Together
  23. 23. Toe  Holds  to  Start •Free  up  one  hour  a  day  for  30  days   and  use  that  ?me  to  reflect  on  what   complicates  your  life  the  most. •Take  a  day  a   week  for  you  and your  future. michaelsalamey.com
  24. 24. 24 Valu?s  Consul?ng  is  a  full  service  management  consultant   firm.    Our  approach  is  to  inves?gate  and  understand   organiza?onal  issues,  customize  realis?c  solu?ons,  and  design   prac?cal  strategies  to  move  clients  toward  their  specific   business  and  personal  goals.    Our  mission  is  to  help  our   clients  unlock  the  poten?al  of  their  organiza?on  and  its   people.   Please  feel  free  to  contact  us  with  any  ques?ons  or  to   schedule  an  appointment  to  discuss  your  organiza?on’s   needs  and  how  we  can  help.   (716)634-­‐2553        CHIP@VALUTISCONSULTING.COM www.valuUsconsulUng.com  -­‐  website www.the4thquarterman.com  -­‐  blog

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