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2016 business planning
The document discusses the importance of changing behaviors when real change is needed. Experts note that 90% of health care costs are due to preventable lifestyle behaviors like smoking, drinking, diet, and exercise. However, people are unlikely to change, even when their lives depend on it. The same resistance to change exists in businesses and with CEOs. Developing an effective plan is important for career success, as it helps prioritize goals and tasks to focus time and energy on high-return activities.
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2016 business planning
- 1. 1 Cordell M. Parvin http://www.cordellparvin.com Developingan Effective Business 2016 Plan
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- 3. 3 Tags: Careers, Work/Life1 Readers Recommended this Article Article location:http://www.fastcompany.com/magazine/94/open_change-or-die.html December 19, 2007 Change or Die By Alan Deutschman What if you were given that choice? For real. What if it weren't just the hyperbolic rhetoric that conflates corporate performance with life and death? Not the overblown exhortations of a rabid boss, or a slick motivational speaker, or a self-dramatizing CEO. We're talking actual life or death now. Your own life or death. What if a well-informed, trusted authority figure said you had to make difficult and enduring changes in the way you think and act? If you didn't, your time would end soon -- a lot sooner than it had to. Could you change when change really mattered? When it mattered most? Yes, you say? Try again. Yes? You're probably deluding yourself. You wouldn't change. Don't believe it? You want odds? Here are the odds, the scientifically studied odds: nine to one. That's nine to one against you. How do you like those odds? This revelation unnerved many people in the audience last November at IBM's "Global Innovation Outlook" conference. The company's top executives had invited the most farsighted thinkers they knew from around the world to come together in New York and propose solutions to some really big problems. They started with the crisis in health care, an industry that consumes an astonishing $1.8 trillion a year in the United States alone, or 15% of gross domestic product. A dream team of experts took the stage, and you might have expected them to proclaim that breathtaking advances in science and technology -- mapping the human genome and all that -- held the long-awaited answers. That's not what they said. They said that the root cause of the health crisis hasn't changed for decades, and the medical establishment still couldn't figure out what to do Change or Die What if you were given that choice?
- 4. 4 about it. Dr. Raphael"Ray" Levey, founder of the Global Medical Forum, an annual summit meeting of leaders from every constituency in the health system, told the audience, "A relatively small percentage of the population consumes the vast majority of the health-care budget for diseases that are very well known and by and large behavioral." That is, they're sick because of how they choose to live their lives, not because of environmental or genetic factors beyond their control. Continued Levey: "Even as far back as when I was in medical school" -- he enrolled at Harvard in 1955 -- "many articles demonstrated that 80% of the health-care budget was consumed by five behavioral issues." Levey didn't bother to name them, but you don't need an MD to guess what he was talking about: too much smoking, drinking, eating, and stress, and not enough exercise. Then the knockout blow was delivered by Dr. Edward Miller, the dean of the medical school and CEO of the hospital at Johns Hopkins University. He turned the discussion to patients whose heart disease is so severe that they undergo bypass surgery, a traumatic and expensive procedure that can cost more than $100,000 if complications arise. About 600,000 people have bypasses every year in the United States, and 1.3 million heart patients have angioplasties -- all at a total cost of around $30 billion. The procedures temporarily relieve chest pains but rarely prevent heart attacks or prolong lives. Around half of the time, the bypass grafts clog up in a few years; the angioplasties, in a few months. The causes of this so-called restenosis are complex. It's sometimes a reaction to the trauma of the surgery itself. But many patients could avoid the return of pain and the need to repeat the surgery -- not to mention arrest the course of their disease before it kills them -- by switching to healthier lifestyles. Yet very few do. "If you look at people after coronary-artery bypass grafting two years later, 90% of them have not changed their lifestyle," Miller said. "And that's been studied over and over and over again. And so we're missing some link in there. Even though they know they have a very bad disease and they know they should change their lifestyle, for whatever reason, they can't." Changing the behavior of people isn't just the biggest challenge in health care. It's the most important challenge for businesses trying to compete in a turbulent world, says John Kotter, a Harvard Business School professor who has studied dozens of organizations in the midst of upheaval: "The central issue is never strategy, structure, culture, or systems. The core of the matter is always about changing the behavior of people." Those people may be called upon to respond to profound upheavals in marketplace dynamics -- the rise of a new global competitor, say, or a shift from a regulated to a deregulated environment -- or to a corporate reorganization, merger, or entry into a new business. And as individuals, we may want to change our own styles of work -- how we mentor subordinates, for example, or how we react to criticism. Yet more often than not, we can't. CEOs are supposedly the prime change agents for their companies, but they're often as resistant to change as anyone -- and as prone to backsliding. The most notorious recent example is Michael Eisner. After he nearly died from heart problems, Eisner finally heeded his wife's plea and brought in a high-profile number-two exec, Michael Ovitz, to “If you look at people after coronary-artery bypass grafting two years later, 90% of them have not changed their lifestyle.”
- 5. 5 Successful People Think Optimisticallyand Plan Purposefully
- 6. 6 Successful People “The pessimistsees difficulty in every opportunity. The optimist sees the opportunity in every difficulty.” Attitude
- 7. 7 Successful People Set stretchgoals and adopt high standards for themselves.
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- 9. 9 Successful Lawyers Take Responsibilityfor Their Career
- 10. 10 Successful Lawyers Use TheirTime Wisely
- 11. 11 Successful Lawyers Know WhatThey Want
- 12. 12 Successful Lawyers Work EachDay to Become Better
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- 14. 14 Successful Lawyers Get ComfortableOutside Comfort Zone
- 15. 15 Successful Lawyers Spend QualityTime with Their Family
- 16. 16 Why Have aPlan?
- 17. 17 Big Rocks Why Havea Plan?
- 18. 18 Most Important Resources EnergyTime Why Have a Plan?
- 19. 19 You Will BeMore Successful Why Have a Plan?
- 20. 20 You Will MakeBetter Choices Why Have a Plan?
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- 22. 22 What 2016 Plan Goals 90 Days WhyImportant How Next Week
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- 24. 24 Planning for YoungLawyers Start with Focus on Long-Term 2021 2016
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- 26. Identify the trulyambitious goal you want to achieve in 5 years 26 Exercise 1
- 27. 27 What - Example,Alison Rowe Alison Rowe
- 28. 28 What - Example,Travis Crabtree
- 29. 29 What - Example,Cordell
- 30. 30 Before You StartPlanning
- 31. 31 Identify Your Strengths Before YouStart Planning
- 32. Define Your TargetMarket 32 Before You Start Planning
- 33. Decide What YouWant Target Market to Hire You to Do? 33 Before You Start Planning
- 34. Become Visible andCredible by Adding Value 34 Before You Start Planning
- 35. What Are TargetMarket Organizations 35 How - Step 1
- 36. Identify Your TargetMarket’s Problems, Opportunities and Changes 36 Before You Start Planning
- 37. What Creative SolutionsCan You Provide to Your Target Market 37 Before You Start Planning
- 38. 38 Create a Planwith Goals
- 39. Set the Most EffectiveGoals 39 Create a Plan with Goals
- 40. 40 Create a Planwith Goals Goals Hours Activities Goals Hours TopDown BottomUp
- 41. 41 Goals Hours Activities Create a Planwith Goals Top Down
- 42. 42 • Promotion • Earn$_____ • _____ New Clients/ Customers • Expand Relationship with _____ Client/ Customers Motivating Performance Goals
- 43. 43 • Learn Howto____ • Read ___ • Speak at ____ • Contact ___ • Meet with ____ contacts • Write ___ articles and get them published Detailed Action Goals
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- 45. 45 Goals Hours Activities How - Step2 Bottom Up
- 46. 46 Substantive Learning Industry andBusiness Knowledge People Skills Your Development Create a Plan with Goals
- 47. Industry / BusinessEducation Create a Plan with Goals
- 48. 48 Reputation / ProfileRelationship Building Create a Plan with Goals
- 49. Profile Building Create aPlan with Goals
- 50. Profile Building Create aPlan with Goals
- 51. 51 Profile Building: Industry ClientDevelopment
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- 56. Prioritization Matrix High Return/ Low Investment Do first and do often High Return / High Investment Break down into smaller pieces Low Return / Low Investment Do when you have time Low Return / High Investment Say NO graciously!
- 57. 57 Exercise 3 Develop Your Action Steps DetermineInvestment and Return for Each Goal
- 58. 58 Exercise 4 Determine Timefor Each Plan Item
- 59. 59 90-Day Action Plan Valuein Creating
- 60. 60 90-Day Plan(Actions) List Actionsfor Next 90 Days
- 61. 61 Exercise 5 Create 90Day or Monthly Action Plan
- 62. 62 Plan Each Week What?How Long? When?
- 63. 63 Plan Each Week ifX then Y
- 64. 64 Sleep Development Free Work How you spendyour development time will determine the quality of your career How you spend your free time determines the quality of your life How You Spend Your Time Weekly Plan Each Week
- 65. 65 Exercise 6 Create WeeklyAction Items
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- 70. 70 Best Day andBest Time of Day
- 71. 71 Full Attention inSegments
- 72. 72 List Dead TimeActivities
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- 74. 74 Your Next Steps WhatAre you Going to Do Now?
- 75. 75 Your Next Steps HowWill You Stay on Track?
- 76. 76 Success and satisfactiondoes not come from focusing on success, happiness or money. Instead it comes from focusing on your passion, developing your talent and identifying the needs and wants of those you want to serve. - Cordell M. Parvin
- 77. 77 Cordell M. Parvin http://www.cordellparvin.com Developingan Effective Business Plan for Career Success