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A personal strategy project

The document outlines a personal strategy development process that links past experiences, present expertise, and future expectations to aid in personal growth. It emphasizes the use of various analytical tools to explore one's identity and ambitions through mind mapping and self-analysis techniques, evaluating strengths, weaknesses, opportunities, and threats. Additionally, it provides guidelines for creating a structured representation of this personal strategy for reflection and planning.

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Each day our choices and behaviors move us closer to the person we WANT to be, or closer to the person we DO NOT WANT to be. Planning helps us to focus our attention and action on becoming what we want to be. A Personal Strategy Project
Defining a Personal Strategy • A personal strategy is the result of a thoughtful linking of – Your past experiences – Your present expertise – Your future expectations • Of course, our past, present and future ARE linked anyway – strategy helps forge these links in intentional and constructive ways Past experiences Present expertise Future expectations 2
Defining an Exploration Process • Our approach to the personal strategy planning process is to utilize a variety of analytical strategic tools that raise insightful questions about – How you came to be who you are – What are the most important characteristics of who you are now – What you want to achieve and who you want to be 3 PastPast Present Future
Five Steps and Five Questions • The Experience Mindmap – What events and people have shaped me to this point? • The Most Important Circle – What are the most important characteristics that define who I am? • The Personal SLOT Analysis – What are my current strengths and weaknesses, and what opportunities and threats do I face? • The Strategy Map – How will I map out the strategic actions in ways that will help me achieve my future goals? • The Force Field Analysis – In light of the strategic actions I want to take to shape my future, what individual, interpersonal and institutional forces do I have pushing me forward, or holding me back? 4
Five Steps and Five Questions Personal SLOT Analysis Most Important Circle Experience Mindmap Strategy Map Force Field Analysis What events and people have shaped me to this point? What are the most important characteristics that define who I am? What are my current strengths and weaknesses, and what opportunities and threats How will I map out the strategic actions in ways that will help me achieve my future goals? In light of the strategic actions I want to take to shape my future, what individual, interpersonal and institutional forces do I have pushing me forward, or holding me back?
The Experience Mindmap • The Experience MindMap is a visual brainstorming technique • Its aim is to help you identify the events and people in the past who have been most influential in “forging” you into who you are today 6
The Experience Mindmap • You can begin your Mindmap at any place on a page, but most people start in the middle with the BIG QUESTION – “What events and people have shaped me?” • From that starting point you build “branches” that may be events or people – and those branches may give rise to other branches that provide some detail about the specific nature was that made these elements so important to you 7
The Experience Mindmap • To the right is the beginning of a mindmap – the implied “question” is who and what has shaped my identity • The major branches depicted here are simply suggestions of possible “categories” you could use 8 Here are some other beginning category “branches you could use: • K-12 teachers • Sports participation • Academic struggles • Church people or events • Peer pressures • Job experiences • Geographic relocations • Dating relationships • Births and deaths of important others
The Experience Mindmap • Your Mindmap may be hand drawn and scanned into your paper, or you may use some of the free mindmap software available on the internet (just Google the phrase “mindmap software”) • Some people use Excel or PowerPoint to build their maps (be sure to place these into your paper – do not submit them as separate files) • Some people choose to use a timeline approach to their mindmap • The important point is the CONTENT of the mindmap, not the FORMAT. 9
The Experience Mindmap • Sometimes others (friends, parents, peers) may know about the influences that shaped us than we do ourselves (our hindsight is rarely “20- 20”) • SO, use this project as an occasion to gather the views of others – engage in conversations that focus on influential people and events in your life through the lenses of others that know you best 10
The Experience Mindmap - Specifications • Your Mindmap write-up should be no longer than four pages • The first page must be the visual Mindmap. • The remaining 2-3 pages should discuss the most important elements of the Mindmap providing details explaining selected elements of the Mindmap • Of course, the report should be as professionally presented as possible (free from writing errors, use of no larger than 12-pt type and 1 inch margins, liberal use of subheadings) 11
The Experience Mindmap – Keep in mind … • Your Mindmap will only be seen by you and I (and whoever you choose to show). So, be transparent – don’t be afraid to show or discuss negative or sensitive information – the aim of the project is to help YOU know yourself, and your own personal life journey 12 Life as I have know it – both positive and painful
The “Most Important” Circle • What would we want people to know in order to understand the most important – Purposes – Priorities – Principles – Practices in your life Purposes Priorities Practices Principles 13 What are the three personal and professional goals I am most passionate about achieving? IfIcouldonlyachievethreeof mygoals,whatwouldmytop threebe? Whatarethethree moralandethical boundariesthat guideandguard whoIamandhowI act? What are the three habits of thinking and acting that energize how I think and act?
The “Most Important” Circle • Of course we all have more than three of each of these factors that drive our life – but this strategic exercise ask you to identify the “three most important” of each element • This means that you will start out in your initial thinking lists with many more than three for each factor – and then “whittle” the lists down to the most important three for each Purposes Priorities Practices Principles 14 What are the three personal and professional goals I am most passionate about achieving? IfIcouldonlyachievethreeof mygoals,whatwouldmytop threebe? Whatarethethree moralandethical boundariesthat guideandguard whoIamandhowI act? What are the three habits of thinking and acting that energize how I think and act?
The “Most Important” Circle • You could choose to present the diagram in circles, overlapping circles, etc. • The important thing is, as always, the content, not the format Purposes Priorities Practices Principles 15 What are the three personal and professional goals I am most passionate about achieving? IfIcouldonlyachievethreeof mygoals,whatwouldmytop threebe? Whatarethethree moralandethical boundariesthat guideandguard whoIamandhowI act? What are the three habits of thinking and acting that energize how I think and act?
The “Most Important” Circle - template Purposes Priorities Practices Principles 16 _____________________ _____________________ _____________________ _____________________ _____________________ _____________________ _____________________ _____________________ _____________________ _____________________ _____________________ _____________________ The “first page model lists the three most important elements in each category in summary form – the remaining 2-3 pages will expand and explain
The Most Important Circle - Specifications • Your Most Important Circle write-up should be no longer than four pages (not counting the cover page with the project title, the course title, and your name) • The first page (after the cover sheet) must be the circle diagram. • The remaining 2-3 pages should discuss each of the elements of the circle providing concrete examples and illustrations • Of course, the report should be as professionally presented as possible (free from writing errors, use of no larger than 12-pt type and 1 inch margins, liberal use of subheadings) 17
The Most Important Circle – Keep in mind … • Your Most Important Circle analysis will only be seen by you and I (and whoever you choose to show). So, be transparent – don’t be afraid to show or discuss negative or sensitive information – the aim of the project is to help YOU know yourself, and your own personal life journey 18 The most important leverage points in my life Exit 1B
The Personal SLOT Analysis • The SLOT approach focuses your attention on the following questions: 1. What are your current strengths ? 2. What are your current limitations? 3. What future opportunities do you foresee? 4. What future threats do you foresee? 5. What strategically significant actions can you take in light of the various SLOT intersections? Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – SO Strategic Actions • LT1 – • LT2 – • LT3 – 19
The Personal SLOT Analysis - Strengths • Your STRENGTHS – Strengths may include skills, experiences, pers onal traits, previous achievements and recognitions – The strengths should be distinctive – that is, characteristics not found in most of your peers Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 20
The Personal SLOT Analysis - Strengths • Your STRENGTHS – You will have many more than three strengths … just focus on the strengths most likely to provide career and personal leverage – It may be helpful to talk to those who know you best – you may have strengths that you do not readily recognize Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 21
The Personal SLOT Analysis - Limitations • Your LIMITATIONS – Limitations refer to both personal and professional qualities that represent relative weaknesses – lack of experience, lower levels of skills (writing, math, computers), inh ibitions ( such as low tolerance for risk), interpersonal struggles (such as struggle to speak up) – Everyone has limitations for we are all imperfect … having limitations is not a sign of personal failure, it is a sign of Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 22
The Personal SLOT Analysis - Limitations • Your LIMITATIONS – You will have more than three limitations(we all do) … just focus on the limitations most likely to provide career and personal concern – It may be helpful to talk to those who know you best – you may have limitations that you do not readily recognize Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 23
The Personal SLOT Analysis - Opportunities • Your OPPORTUNITIES – Opportunities may be personal, professional or financial openings that provide an EXTERNAL chance to either apply your strengths or to moderate your limitations – To complete this part of your analysis you will have to do some research. Where are jobs available and in what fields? What relationships do you have that might provide career networking contacts? Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 24
The Personal SLOT Analysis - Opportunities • Your OPPORTUNITIES – Not all opportunities have to relate to a job … they may relate to personal support relationships, chances for volunteer work, or educational advancement – Hopefully you will have more than three opportunities … just focus on those most likely to provide career and personal leverage – It may be helpful to talk to those who know you best – you may have opportunities that you are not aware of Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 25
The Personal SLOT Analysis - THREATS • Your THREATS – Threats are external conditions or trends that could act as barriers to your professional or personal ambitions. – Threats could include financial threats (student debt), career threats (unemployment rates in some areas), family threats (aging parents), etc. Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 26
The Personal SLOT Analysis - THREATS • Your THREATS – Everyone faces threats … the failure to recognize and respond to threatening conditions is foolish and potentially destructive – To complete this part of your analysis you will have to do some research. Where are jobs unavailable and in what fields? What financial pressures may you face? Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 27
The Personal SLOT Analysis – STRATEGIC ACTIONS • Your STRATEGIC ACTIONS – This part of the analysis is the most creative part. In the four cells you are answering this question: “In light of the opportunities or threats I foresee, what can I do to best succeed in light of the strengths or limitations I possess?” Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 28
The Personal SLOT Analysis – STRATEGIC ACTIONS • Your STRATEGIC ACTIONS – To narrow your actions down to three distinct actions for each cell (you cannot duplicate any entries) you will need to do some brainstorming to develop a deep pool of possible strategic actions to draw from. Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 29
The Personal SLOT Analysis – STRATEGIC ACTIONS • Your STRATEGIC ACTIONS – Brainstorming potential strategic actions might be enhanced if you do this with classmates or friends or family. – Your strategic actions must be as concrete as possible … general phrases such as “improve” or “seek to” should be avoided. Make your actions as actionable as possible Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 30
The Personal SLOT Analysis - Specifications • Your SLOT write-up should be no longer than four pages • The first page must be the SLOT Table. • The remaining 2-3 pages should discuss the each of the elements of the SLOT analysis providing concrete examples and illustrations • Of course, the report should be as professionally presented as possible (free from writing errors, use of no larger than 12-pt type and 1 inch margins, liberal use of subheadings) 31
The Personal SLOT Analysis – Keep in mind … • Your SLOT analysis will only be seen by you and I (and whoever you choose to show). So, be transparent – don’t be afraid to show or discuss negative or sensitive information – the aim of the project is to help YOU know yourself, and your own personal life journey 32 Finding the right combination of SLOTs for me Exit 1C
The Strategy Map 33 • The Strategy Map – The Strategy Plan answers the questions • WHAT will I do? • WHEN will I do it? • WHERE will I do it • WHO will be involved? • WHICH resources will I use? • WHAT results do I expect? SO1 • WHEN • WHERE • WHO • WHICH • WHAT LT2 • WHEN • WHERE • WHO • WHICH • WHAT ST3 • WHEN • WHERE • WHO • WHICH • WHAT ST3 • WHEN • WHERE • WHO • WHICH • WHAT
The Strategy Map • The Strategy Map is a timeline linked action plan • The timeline need not involve equally spaced time intervals – some may be timelined by a year, others by a month or quarter of a year • Multiple strategic actions may occur at the same timeline point 34 August 2014 First Quarter 2015 End of 2015
The Strategy Map • The Strategy Map must include all twelve of the Strategic Action options developed in your SLOT analysis – keep this in mind when you are developing the SLOT action options – consider both your willingness and ability to take the actions as you develop them 35 August 2014 First Quarter 2015 End of 2015
The Strategy Map • The Strategy Map diagram cannot, of course, include a high level of detail – just enough to highlight the essential Strategic Action title and the W 5 elements so that the table is understandable on its own (apart from the discussion pages that follow) 36 August 2014 First Quarter 2015 End of 2015
The Strategy Map - Specifications • Your Strategy Map write-up should be no longer than four pages • The first page must be the Strategy Map diagram. • The remaining 2-3 pages should discuss the each of the elements of the map providing concrete examples and illustrations • Of course, the report should be as professionally presented as possible (free from writing errors, use of no larger than 12-pt type and 1 inch margins, liberal use of subheadings) 37
The Strategy Map – Keep in mind … • Your Strategy Map analysis will only be seen by you and I (and whoever you choose to show). So, be transparent – don’t be afraid to show or discuss negative or sensitive information – the aim of the project is to help YOU know yourself, and your own personal life journey 38 Shaping the future where I can, responding to it where I must Exit 1D
Force Field Analysis • A map does not “get you there.” You have to drive! • Force Field Analysis takes your Strategy Map and places it within the context of “forces” (people, events, internal motivation, etc.) that could either help or hinder the pursuit of your strategy plan. 39
Force Field Analysis • Forces that HELP us achieve the elements of our strategic map might include – Fiends, family and other relationship networks – History of past achievements – Concrete evidence of strong internal drive or ambition – Savings, low debt – Positive local or regional economic trends – Positive industry trends 40
Force Field Analysis • Forces that HINDER us from achieving the elements of our strategic map might include – High debt, little savings – Personal struggles with momentum (tending to do the same things), inertia (struggle with starting new things), gravity (past record of low achievement) or entropy (no particular drive or direction) – Relational struggles and obligations – Responsibilities (family and otherwise) that limit mobility 41
Force Field Analysis • The Force Field Analysis asks you to think about the elements in your Personal Strategy Map and anticipate those forces which will help and hinder the successful completion of the Strategic Map goals. • You should identify at least five helping forces and five hindering forces 42 3-ys work experience Family friends in business New car Living with parents Fewer jobs in sports management Unwilling to lv Charleston area New car debt Living with parents
Force Field Analysis • The first page (of this 3-4 page section of your self analysis) will be the visual Force Field chart (like the one to the left) • After the first-page chart, the remaining 2-3 pages should – Clarify the force (especially by offering a concrete illustration) – Specify what steps you might take to harness the helping force or overcome the hindering force 43 3-ys work experience Family friends in business New car Living with parents Fewer jobs in sports management Unwilling to lv Charleston area New car debt Living with parents
Force Field - Specifications • Your Force Field write-up should be no longer than four pages • The first page must be the Force Field diagram. • The remaining 2-3 pages should discuss the each of the elements of the diagram providing concrete examples and illustrations • Of course, the report should be as professionally presented as possible (free from writing errors, use of no larger than 12-pt type and 1 inch margins, liberal use of subheadings) 44
The Force Field analysis– Keep in mind … • Your Force Field analysis will only be seen by you and I (and whoever you choose to show). So, be transparent – don’t be afraid to show or discuss negative or sensitive information – the aim of the project is to help YOU know yourself, and your own personal life journey 45 Harnessing that which helps and coping with that which hinders Exit 1E

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A personal strategy project

  • 1.
    Each day ourchoices and behaviors move us closer to the person we WANT to be, or closer to the person we DO NOT WANT to be. Planning helps us to focus our attention and action on becoming what we want to be. A Personal Strategy Project
  • 2.
    Defining a PersonalStrategy • A personal strategy is the result of a thoughtful linking of – Your past experiences – Your present expertise – Your future expectations • Of course, our past, present and future ARE linked anyway – strategy helps forge these links in intentional and constructive ways Past experiences Present expertise Future expectations 2
  • 3.
    Defining an ExplorationProcess • Our approach to the personal strategy planning process is to utilize a variety of analytical strategic tools that raise insightful questions about – How you came to be who you are – What are the most important characteristics of who you are now – What you want to achieve and who you want to be 3 PastPast Present Future
  • 4.
    Five Steps andFive Questions • The Experience Mindmap – What events and people have shaped me to this point? • The Most Important Circle – What are the most important characteristics that define who I am? • The Personal SLOT Analysis – What are my current strengths and weaknesses, and what opportunities and threats do I face? • The Strategy Map – How will I map out the strategic actions in ways that will help me achieve my future goals? • The Force Field Analysis – In light of the strategic actions I want to take to shape my future, what individual, interpersonal and institutional forces do I have pushing me forward, or holding me back? 4
  • 5.
    Five Steps andFive Questions Personal SLOT Analysis Most Important Circle Experience Mindmap Strategy Map Force Field Analysis What events and people have shaped me to this point? What are the most important characteristics that define who I am? What are my current strengths and weaknesses, and what opportunities and threats How will I map out the strategic actions in ways that will help me achieve my future goals? In light of the strategic actions I want to take to shape my future, what individual, interpersonal and institutional forces do I have pushing me forward, or holding me back?
  • 6.
    The Experience Mindmap •The Experience MindMap is a visual brainstorming technique • Its aim is to help you identify the events and people in the past who have been most influential in “forging” you into who you are today 6
  • 7.
    The Experience Mindmap •You can begin your Mindmap at any place on a page, but most people start in the middle with the BIG QUESTION – “What events and people have shaped me?” • From that starting point you build “branches” that may be events or people – and those branches may give rise to other branches that provide some detail about the specific nature was that made these elements so important to you 7
  • 8.
    The Experience Mindmap •To the right is the beginning of a mindmap – the implied “question” is who and what has shaped my identity • The major branches depicted here are simply suggestions of possible “categories” you could use 8 Here are some other beginning category “branches you could use: • K-12 teachers • Sports participation • Academic struggles • Church people or events • Peer pressures • Job experiences • Geographic relocations • Dating relationships • Births and deaths of important others
  • 9.
    The Experience Mindmap •Your Mindmap may be hand drawn and scanned into your paper, or you may use some of the free mindmap software available on the internet (just Google the phrase “mindmap software”) • Some people use Excel or PowerPoint to build their maps (be sure to place these into your paper – do not submit them as separate files) • Some people choose to use a timeline approach to their mindmap • The important point is the CONTENT of the mindmap, not the FORMAT. 9
  • 10.
    The Experience Mindmap •Sometimes others (friends, parents, peers) may know about the influences that shaped us than we do ourselves (our hindsight is rarely “20- 20”) • SO, use this project as an occasion to gather the views of others – engage in conversations that focus on influential people and events in your life through the lenses of others that know you best 10
  • 11.
    The Experience Mindmap- Specifications • Your Mindmap write-up should be no longer than four pages • The first page must be the visual Mindmap. • The remaining 2-3 pages should discuss the most important elements of the Mindmap providing details explaining selected elements of the Mindmap • Of course, the report should be as professionally presented as possible (free from writing errors, use of no larger than 12-pt type and 1 inch margins, liberal use of subheadings) 11
  • 12.
    The Experience Mindmap– Keep in mind … • Your Mindmap will only be seen by you and I (and whoever you choose to show). So, be transparent – don’t be afraid to show or discuss negative or sensitive information – the aim of the project is to help YOU know yourself, and your own personal life journey 12 Life as I have know it – both positive and painful
  • 13.
    The “Most Important”Circle • What would we want people to know in order to understand the most important – Purposes – Priorities – Principles – Practices in your life Purposes Priorities Practices Principles 13 What are the three personal and professional goals I am most passionate about achieving? IfIcouldonlyachievethreeof mygoals,whatwouldmytop threebe? Whatarethethree moralandethical boundariesthat guideandguard whoIamandhowI act? What are the three habits of thinking and acting that energize how I think and act?
  • 14.
    The “Most Important”Circle • Of course we all have more than three of each of these factors that drive our life – but this strategic exercise ask you to identify the “three most important” of each element • This means that you will start out in your initial thinking lists with many more than three for each factor – and then “whittle” the lists down to the most important three for each Purposes Priorities Practices Principles 14 What are the three personal and professional goals I am most passionate about achieving? IfIcouldonlyachievethreeof mygoals,whatwouldmytop threebe? Whatarethethree moralandethical boundariesthat guideandguard whoIamandhowI act? What are the three habits of thinking and acting that energize how I think and act?
  • 15.
    The “Most Important”Circle • You could choose to present the diagram in circles, overlapping circles, etc. • The important thing is, as always, the content, not the format Purposes Priorities Practices Principles 15 What are the three personal and professional goals I am most passionate about achieving? IfIcouldonlyachievethreeof mygoals,whatwouldmytop threebe? Whatarethethree moralandethical boundariesthat guideandguard whoIamandhowI act? What are the three habits of thinking and acting that energize how I think and act?
  • 16.
    The “Most Important”Circle - template Purposes Priorities Practices Principles 16 _____________________ _____________________ _____________________ _____________________ _____________________ _____________________ _____________________ _____________________ _____________________ _____________________ _____________________ _____________________ The “first page model lists the three most important elements in each category in summary form – the remaining 2-3 pages will expand and explain
  • 17.
    The Most ImportantCircle - Specifications • Your Most Important Circle write-up should be no longer than four pages (not counting the cover page with the project title, the course title, and your name) • The first page (after the cover sheet) must be the circle diagram. • The remaining 2-3 pages should discuss each of the elements of the circle providing concrete examples and illustrations • Of course, the report should be as professionally presented as possible (free from writing errors, use of no larger than 12-pt type and 1 inch margins, liberal use of subheadings) 17
  • 18.
    The Most ImportantCircle – Keep in mind … • Your Most Important Circle analysis will only be seen by you and I (and whoever you choose to show). So, be transparent – don’t be afraid to show or discuss negative or sensitive information – the aim of the project is to help YOU know yourself, and your own personal life journey 18 The most important leverage points in my life Exit 1B
  • 19.
    The Personal SLOTAnalysis • The SLOT approach focuses your attention on the following questions: 1. What are your current strengths ? 2. What are your current limitations? 3. What future opportunities do you foresee? 4. What future threats do you foresee? 5. What strategically significant actions can you take in light of the various SLOT intersections? Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – SO Strategic Actions • LT1 – • LT2 – • LT3 – 19
  • 20.
    The Personal SLOTAnalysis - Strengths • Your STRENGTHS – Strengths may include skills, experiences, pers onal traits, previous achievements and recognitions – The strengths should be distinctive – that is, characteristics not found in most of your peers Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 20
  • 21.
    The Personal SLOTAnalysis - Strengths • Your STRENGTHS – You will have many more than three strengths … just focus on the strengths most likely to provide career and personal leverage – It may be helpful to talk to those who know you best – you may have strengths that you do not readily recognize Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 21
  • 22.
    The Personal SLOTAnalysis - Limitations • Your LIMITATIONS – Limitations refer to both personal and professional qualities that represent relative weaknesses – lack of experience, lower levels of skills (writing, math, computers), inh ibitions ( such as low tolerance for risk), interpersonal struggles (such as struggle to speak up) – Everyone has limitations for we are all imperfect … having limitations is not a sign of personal failure, it is a sign of Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 22
  • 23.
    The Personal SLOTAnalysis - Limitations • Your LIMITATIONS – You will have more than three limitations(we all do) … just focus on the limitations most likely to provide career and personal concern – It may be helpful to talk to those who know you best – you may have limitations that you do not readily recognize Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 23
  • 24.
    The Personal SLOTAnalysis - Opportunities • Your OPPORTUNITIES – Opportunities may be personal, professional or financial openings that provide an EXTERNAL chance to either apply your strengths or to moderate your limitations – To complete this part of your analysis you will have to do some research. Where are jobs available and in what fields? What relationships do you have that might provide career networking contacts? Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 24
  • 25.
    The Personal SLOTAnalysis - Opportunities • Your OPPORTUNITIES – Not all opportunities have to relate to a job … they may relate to personal support relationships, chances for volunteer work, or educational advancement – Hopefully you will have more than three opportunities … just focus on those most likely to provide career and personal leverage – It may be helpful to talk to those who know you best – you may have opportunities that you are not aware of Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 25
  • 26.
    The Personal SLOTAnalysis - THREATS • Your THREATS – Threats are external conditions or trends that could act as barriers to your professional or personal ambitions. – Threats could include financial threats (student debt), career threats (unemployment rates in some areas), family threats (aging parents), etc. Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 26
  • 27.
    The Personal SLOTAnalysis - THREATS • Your THREATS – Everyone faces threats … the failure to recognize and respond to threatening conditions is foolish and potentially destructive – To complete this part of your analysis you will have to do some research. Where are jobs unavailable and in what fields? What financial pressures may you face? Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 27
  • 28.
    The Personal SLOTAnalysis – STRATEGIC ACTIONS • Your STRATEGIC ACTIONS – This part of the analysis is the most creative part. In the four cells you are answering this question: “In light of the opportunities or threats I foresee, what can I do to best succeed in light of the strengths or limitations I possess?” Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 28
  • 29.
    The Personal SLOTAnalysis – STRATEGIC ACTIONS • Your STRATEGIC ACTIONS – To narrow your actions down to three distinct actions for each cell (you cannot duplicate any entries) you will need to do some brainstorming to develop a deep pool of possible strategic actions to draw from. Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 29
  • 30.
    The Personal SLOTAnalysis – STRATEGIC ACTIONS • Your STRATEGIC ACTIONS – Brainstorming potential strategic actions might be enhanced if you do this with classmates or friends or family. – Your strategic actions must be as concrete as possible … general phrases such as “improve” or “seek to” should be avoided. Make your actions as actionable as possible Opportunities • O1 – • O2 – • O3 – Threats • T1 – • T2 – • T3 – Strengths • S1 – • S2 – • S3 – SO Strategic Actions • SO1 – • SO2 – • SO3 – ST Strategic Actions • ST1 – • ST2 – • ST3 – Limitations • L1 – • L2 – • L3 – LO Strategic Actions • LO1 – • LO2 – • LO3 – LT Strategic Actions • LT1 – • LT2 – • LT3 – 30
  • 31.
    The Personal SLOTAnalysis - Specifications • Your SLOT write-up should be no longer than four pages • The first page must be the SLOT Table. • The remaining 2-3 pages should discuss the each of the elements of the SLOT analysis providing concrete examples and illustrations • Of course, the report should be as professionally presented as possible (free from writing errors, use of no larger than 12-pt type and 1 inch margins, liberal use of subheadings) 31
  • 32.
    The Personal SLOTAnalysis – Keep in mind … • Your SLOT analysis will only be seen by you and I (and whoever you choose to show). So, be transparent – don’t be afraid to show or discuss negative or sensitive information – the aim of the project is to help YOU know yourself, and your own personal life journey 32 Finding the right combination of SLOTs for me Exit 1C
  • 33.
    The Strategy Map 33 •The Strategy Map – The Strategy Plan answers the questions • WHAT will I do? • WHEN will I do it? • WHERE will I do it • WHO will be involved? • WHICH resources will I use? • WHAT results do I expect? SO1 • WHEN • WHERE • WHO • WHICH • WHAT LT2 • WHEN • WHERE • WHO • WHICH • WHAT ST3 • WHEN • WHERE • WHO • WHICH • WHAT ST3 • WHEN • WHERE • WHO • WHICH • WHAT
  • 34.
    The Strategy Map •The Strategy Map is a timeline linked action plan • The timeline need not involve equally spaced time intervals – some may be timelined by a year, others by a month or quarter of a year • Multiple strategic actions may occur at the same timeline point 34 August 2014 First Quarter 2015 End of 2015
  • 35.
    The Strategy Map •The Strategy Map must include all twelve of the Strategic Action options developed in your SLOT analysis – keep this in mind when you are developing the SLOT action options – consider both your willingness and ability to take the actions as you develop them 35 August 2014 First Quarter 2015 End of 2015
  • 36.
    The Strategy Map •The Strategy Map diagram cannot, of course, include a high level of detail – just enough to highlight the essential Strategic Action title and the W 5 elements so that the table is understandable on its own (apart from the discussion pages that follow) 36 August 2014 First Quarter 2015 End of 2015
  • 37.
    The Strategy Map- Specifications • Your Strategy Map write-up should be no longer than four pages • The first page must be the Strategy Map diagram. • The remaining 2-3 pages should discuss the each of the elements of the map providing concrete examples and illustrations • Of course, the report should be as professionally presented as possible (free from writing errors, use of no larger than 12-pt type and 1 inch margins, liberal use of subheadings) 37
  • 38.
    The Strategy Map– Keep in mind … • Your Strategy Map analysis will only be seen by you and I (and whoever you choose to show). So, be transparent – don’t be afraid to show or discuss negative or sensitive information – the aim of the project is to help YOU know yourself, and your own personal life journey 38 Shaping the future where I can, responding to it where I must Exit 1D
  • 39.
    Force Field Analysis •A map does not “get you there.” You have to drive! • Force Field Analysis takes your Strategy Map and places it within the context of “forces” (people, events, internal motivation, etc.) that could either help or hinder the pursuit of your strategy plan. 39
  • 40.
    Force Field Analysis •Forces that HELP us achieve the elements of our strategic map might include – Fiends, family and other relationship networks – History of past achievements – Concrete evidence of strong internal drive or ambition – Savings, low debt – Positive local or regional economic trends – Positive industry trends 40
  • 41.
    Force Field Analysis •Forces that HINDER us from achieving the elements of our strategic map might include – High debt, little savings – Personal struggles with momentum (tending to do the same things), inertia (struggle with starting new things), gravity (past record of low achievement) or entropy (no particular drive or direction) – Relational struggles and obligations – Responsibilities (family and otherwise) that limit mobility 41
  • 42.
    Force Field Analysis •The Force Field Analysis asks you to think about the elements in your Personal Strategy Map and anticipate those forces which will help and hinder the successful completion of the Strategic Map goals. • You should identify at least five helping forces and five hindering forces 42 3-ys work experience Family friends in business New car Living with parents Fewer jobs in sports management Unwilling to lv Charleston area New car debt Living with parents
  • 43.
    Force Field Analysis •The first page (of this 3-4 page section of your self analysis) will be the visual Force Field chart (like the one to the left) • After the first-page chart, the remaining 2-3 pages should – Clarify the force (especially by offering a concrete illustration) – Specify what steps you might take to harness the helping force or overcome the hindering force 43 3-ys work experience Family friends in business New car Living with parents Fewer jobs in sports management Unwilling to lv Charleston area New car debt Living with parents
  • 44.
    Force Field -Specifications • Your Force Field write-up should be no longer than four pages • The first page must be the Force Field diagram. • The remaining 2-3 pages should discuss the each of the elements of the diagram providing concrete examples and illustrations • Of course, the report should be as professionally presented as possible (free from writing errors, use of no larger than 12-pt type and 1 inch margins, liberal use of subheadings) 44
  • 45.
    The Force Fieldanalysis– Keep in mind … • Your Force Field analysis will only be seen by you and I (and whoever you choose to show). So, be transparent – don’t be afraid to show or discuss negative or sensitive information – the aim of the project is to help YOU know yourself, and your own personal life journey 45 Harnessing that which helps and coping with that which hinders Exit 1E