What is your Strategy and Plan for 2016/17?
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Russell Cummings provides a strategic business development worksheet to help businesses plan for the next 3-5 years, 1 year, and 90 days. The document outlines key questions and areas for businesses to focus on, including defining their destination and priorities for the next 12 months, examining their products/services, processes, people, and profits, and identifying specific actions they must take in the next 90 days to move toward their goals. It emphasizes the importance of having a clear vision, taking action, and collaborating with a support team.
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Strategic Planning & Goal SettingASSESSMENTS STRATEG.docx
Strategic Planning
& Goal Setting
ASSESSMENTS:
STRATEGIC PLANNING
GOAL SETTING
White Paper
STRATEGIC PLANNING
Strategic planning is a disciplined effort. In the end, it produces fundamental decisions and actions that shape
and guide what an organization is, who it serves, what it does and why. With a focus on the future, effective strategic
planning also articulates how an organization will know if it is successful. A successful strategic plan sets priorities,
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• Where are we going?
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How will we get there?
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hope for is maintenance of the status quo. Further down the line, you can expect challenges that will significantly
damage or destroy your organization.
The Seven Rules
In addition to answering the three questions above, effective strategic planning requires following 7 critical rules.
1. Pick the right players.
Selecting who should be part of the planning team is an important question. It is essential that planning team mem-
bers are people who are committed to the growth of the company, and who can provide valuable input to the process.
Unless there is a key employee or manager you want to develop, this is not a time to include every member of your
staff. Vet each team member, ensuring each is of the quality and stature (i.e. gets work done and is respected within
the company) required to be part of the planning group. Members of the planning team must maintain complete
2. Strategic Planning & G.
EIA2017Portugal - Shannon Wu - Early Stage Growth Framework
The document discusses frameworks for early stage company growth, covering topics such as crossing the chasm model, hype curve, and the 8 fundamental parts of company building: idea, team, customer development, market development, business plan, operations, product, and fundraising. It provides guidance on validating ideas, building a strong team, gathering customer feedback, developing markets, creating business plans, running operations, and targeting the right investors at different stages. The overall message is that all parts are important for startup success, and companies should learn and iterate constantly.
LL360 Development Plan Deck
The LinkedIn Leadership 360 is a developmental tool for senior leaders at LinkedIn to obtain feedback and identify areas for growth in their leadership. Leaders complete a 360 review where their manager, peers, reports, and partners provide ratings. They then work with a facilitator to review insights, identify strengths and opportunities, and create short and long-term development goals focused on building their leadership skills. The process takes about 6 weeks and is designed to help leaders improve strengths and become "world class" in their roles.
Mindshop Business Leader Report 2017
This document outlines 10 key capabilities that business leaders need to succeed in a cluttered market according to a survey of 120 business leaders. The top 3 capabilities are: 1) Managing millennials effectively, 2) Leading by example through actions not just words, and 3) Simplifying complexity in business systems and processes. The document provides strategies for improving in each capability area, and encourages leaders to assess their strengths and weaknesses. Overall it advocates that developing key capabilities will help business leaders cut through the clutter and achieve success.
5 Stages Of Social Media For Recruiting Feb 2010
The document discusses the 5 stages of social media for recruiting: denial, bargaining, anger, depression, and acceptance. It provides examples of how recruiters typically progress through each stage as they adopt social media recruiting strategies. The document also provides best practices and tips for using sites like LinkedIn, Facebook, and blogs for recruiting purposes. It emphasizes building relationships, employing a strategic approach to social media, and having marketing and recruiting teams work together.
2016 DTS e-Book
This document provides guidance on creating a compelling business case for implementing the Percepium LMS. It outlines an 8 step process: 1) Conduct a diagnostic needs analysis of the organization; 2) Identify training and development needs; 3) Interview stakeholders; 4) Map existing and new processes; 5) Measure financial impact; 6) Build executive support; 7) Develop the business case; 8) Project manage the process. Key recommendations include aligning the LMS with organizational strategy, understanding resource needs, and ensuring the case follows the organization's purchasing process.
2016 marketer's goal setting workbook
In this guide, you'll be walked through a step-by-step process to setting goals for your organization in 2016 and beyond. More than just setting targets, this guide will help you set the tasks needed to reach your end of year metrics.
The importance of Onboarding
This document discusses the importance of effective onboarding programs for new employees. It notes that only 15% of companies currently extend their onboarding beyond 6 months. Proper onboarding, including selecting mentors, conducting check-ins, and celebrating milestones, can help reduce turnover, especially in the crucial first year. The document recommends developing an appreciation strategy as part of onboarding to recognize employees' contributions and make them feel valued from the start of their employment.
LL360 - Development Planning Session Deck
The LinkedIn Leadership 360 is a tool used by LinkedIn to provide senior leaders (Directors and above) feedback on their leadership strengths and areas for growth from their managers, peers, direct reports, and partners. The objective is for leaders to gain insights to help them become better leaders. Leaders spend 2 hours completing the assessment and their raters each spend 10 minutes providing feedback. The entire process takes about 6 weeks. Leaders then use their feedback to create a focused leadership development plan outlining actions they will take over the next 3 weeks, 3 months, and 3 quarters to develop their key areas of focus.
OGSA - Attract, Select, Train and Retain, A Great Team - McKinley Solutions
Building the right team can really make or break your year. With only a core few on the team year round, staffing up each season provides both an opportunity and a challenge. We will walk through in detail the steps needed to form a great team. Starting from before they become an employee until they move on to the next stage of their career, each step is critical.
Attracting and selecting team members is no small job as you know. We will walk through the practical steps to make this easier for you. We show you how to not only confirm skills, but assess for culture fit with your team. From tips and templates to maximize today’s technology to attract great people to establishing a consistent selection process we will help start off the season on a great foot.
Engaging and training team members is your biggest challenge as it requires great planning in the off season and even greater day to day energy to connect with the 4 generations in the work force. Legislated training is a must, it does not mean it needs to be a bore. Ongoing mentoring and leadership is the focus you should have on training, it is a culture not and event.
Empowering and retaining is a tricky one, with such a season impact on your business. Now that you have a great team, how do you keep them, how do empower them to the next level, how do you get them to come back next season? Learn some techniques from exit interviews to off season communication and seasonal leadership roles that will increase empowerment and retain the best of the best.
YOUR 30-, 60-, AND 90-DAY GAME PLAN FOR CAREER SUCCESS IN TODAY’S LEANER WORK...
This document provides a 30-, 60-, and 90-day game plan for career success in today's lean workforce. It recommends doing research on the company and industry, being a team player, communicating effectively, building credibility within two months to show the manager the hire was right, knowing the organizational structure and key players by 60 days, and identifying areas for improvement and honest feedback by 90 days in order to help the team and organization succeed. The overall message is that the expectations are high to quickly get up to speed and be a contributing team member in today's fast-paced work environment with companies expecting more from fewer resources.
Setting up for a successful 2020
1. The document provides tips and strategies for business owners to set themselves up for success in 2020, including evaluating their current business, understanding industry trends, developing innovative strategies, creating a clear annual plan, focusing on self-care, and taking next steps like reviewing resources and signing up for coaching programs.
2. It recommends business owners understand their numbers, ask partners for feedback, think visionarily about issues impacting their industry, develop new processes using techniques like rethinking and reconfiguring, and set realistic goals for the year.
3. The document also stresses the importance of business owners focusing on their mental health and wellbeing by finding a hobby, setting work-life balance, and taking time for activities just for
8 Attributes of Highly Aligned, High Impact Teams
In a disruptive digital world, strategic agility is crucial but elusive. See how to sustain alignment in a fast-changing world and how it fuels success!
CCDS Agency
CCDS Agency is a creative design agency that provides services like branding, graphics, web development, photography and 3D modeling. The agency started as the founder wanted more independence after working as a freelancer and at other companies. The agency has now grown to a team of 15-60 people who have completed over 1200 projects for 1560 clients. The agency focuses on creating experiences that transform brands and drive sales through powerful creative ideas.
The 10 Most Promising Business Consulting Companies In India - 2021
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EIA2017Portugal - Shannon Wu - Early Stage Growth Framework
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200609 SBLF Workshop - Thrive - Competitors - FINAL
The webinar provided guidance to business leaders on pivoting and adapting their businesses during the COVID-19 crisis. It outlined a three-phase model of surviving, pivoting/adapting, and thriving. Participants learned tools for conducting competitor analyses and reworking their product offerings. They worked in breakout groups to apply these tools and get feedback. The webinar emphasized the need for ongoing review of market trends and strategies as restrictions are lifted and businesses look to recover and capitalize on opportunities from what they've learned.
Setting Your Sight on a Big 2019
Russell Cummings provides tips for setting goals and developing an action plan for 2019. He discusses reflecting on strengths and weaknesses from the previous year. The document outlines developing 3-4 key goals or "Big Rocks" for the new year linked to objectives. Strategies and actions are then developed for each goal, identifying who is responsible and target dates. Templates are provided for documenting the action plan. Tips are given for engaging employees in the planning process through input sessions and planning days. Additional support options are outlined for working through the planning process.
190129 SCF Webinar 5 - Opportunities - FINAL
This document outlines an agenda for a webinar on making the most of opportunities. The webinar covers setting expectations with teams, giving good instructions, being mindful of opportunities, and collecting information. Tips are provided for setting expectations in writing, engaging teams, focusing on tasks not methods, and ensuring resources. Good instruction involves explaining purpose, logical steps, feedback, responsibility, and follow up. Feedback should be both positive, praising specifics and context, and negative, reprimanding facts and encouraging changes. The webinar encourages keeping an open mind, listening to self talk, understanding concepts, and looking at innovation across industries. Information from the event can be collected through photos, notes, shared notebooks, and daily
Innovative Thinking and Questions
Russell Cummings hosted a webinar on innovative thinking and decision making. He discussed asking great questions by focusing on purpose and intent, as well as framing questions clearly and following up. For making good decisions, he outlined defining the problem, gathering information, defining alternatives, criteria for evaluation, selecting an option, and reflecting on the process and outcome. Participants were asked to identify personal "shackles" and "shields" holding them back from potential. The webinar provided tools for reflective practice over the holidays to improve performance in 2019.
Lowes Sales Webinar
The webinar covered planning for 2019 sales, including developing a sales canvas and 90-day plan. It discussed sales competencies and the challenger sales method. Attendees were given homework tasks including creating a sales canvas and 90-day plan, identifying strengths/areas for improvement, and reading The Challenger Sale book. The goal is to help attendees improve their sales performance and planning in the new year.
Lowes Sales Training Workbook
The document appears to be notes from a sales training workshop conducted by Russell Cummings of Shifft for employees of Lowes. It covers various topics related to sales such as the changing business environment, challenger sales, sales mindset, competencies, resilience, time management, and developing a plan. Most of the document consists of blank pages intended for participants to take notes.
Lowes Sales Workshop
This document outlines a sales training workshop conducted by Russell Cummings. The workshop covered topics such as the changing sales environment, spot buying trends, high performance sales skills and building sales resilience. It provided exercises for participants to assess their business environment, identify their competitive advantages, craft discovery questions and build sales packages. Cummings emphasized developing a challenger sales mindset and using a tailored, consultative sales approach focused on teaching customers. Participants were encouraged to strengthen competencies like customer knowledge and develop personal resilience strategies.
Lowes Sales Workbook
This document outlines a sales training workshop delivered by Russell Cummings. The workshop covers high performance sales topics including the changing sales environment, spot buying trends, developing a challenger sales mindset, building resilience, and time management strategies. Cummings emphasizes adopting a growth mindset, using a challenger sales process of teaching customers, tailoring the message, and taking control of discussions. Exercises encourage participants to assess their own sales competencies and develop tailored packages to overcome potential objections. The workshop aims to help participants shift their sales approach to succeed in today's business environment.
Lowes Sales Workshop
This document outlines a sales training workshop conducted by Russell Cummings. The workshop covered various topics related to high performance sales such as the changing sales environment, spot buying trends, the challenger sales model, building trust and resilience. It also provided exercises for participants to assess their own sales competencies, time management, and creating an action plan. The workshop emphasized developing a growth mindset and emphasized the importance of teaching customers, tailoring the message to individual needs, and taking control of the sales process.
Role Profile Example
The document outlines the role, responsibilities, and key competencies of a Business Unit Coordinator position at a company. The Coordinator is responsible for managing business unit operations to ensure growth, profitability, and shareholder expectations. Key responsibilities include developing budgets and analyzing financial performance, building and managing a team, ensuring compliance with laws and managing risk, creating business plans, and overseeing safety. The goal is to improve productivity while maintaining quality standards.
Role Profile Template
This document outlines a job role including internal and external relationships, key tasks, competencies, inputs, and outputs. The position title and date are not provided due to placeholders in the document. The purpose and specific responsibilities of the role are not clearly defined.
Role Profile Template
This role profile outlines the tasks and competencies for a <Position> position. The role will work internally with other teams and externally with clients. The <Position> is responsible for various tasks to achieve the purpose of the role and produce key outputs while utilizing necessary inputs.
PLANNING AND ONBOARDING NEW TEAM MEMBERS
The document outlines tips for planning and onboarding team members. It discusses making planning a daily ritual using one system like a bullet journal. Strategic plans should cover 3-5 years while 90 day plans cascade down from annual operating plans. Onboarding involves getting new employees up to speed quickly through role profiles, administration processes, and a coaching approach that varies by person. Coaching keys include instructing, motivating, trusting, supervising, and building skill and enthusiasm.
7 Step To Digital Marketing Success
This document outlines a 7 step digital marketing blueprint. The 7 steps are: 1) develop a digital marketing strategy, 2) create a website that works, 3) implement email marketing, 4) optimize search engine optimization, 5) engage in social media, 6) expand into broadcast media, and 7) leverage tools, automation, and outsourcing. Each step provides key elements to focus on such as developing customer avatars, creating lead magnets, setting up auto-responders, developing a social media strategy, and measuring digital marketing performance. The goal is to acquire customer contact details and move prospects through nurturing processes to build trust and demonstrate capabilities.
Managing People and Finance
This document outlines an agenda for a webinar on coaching team members, having difficult conversations, and finding waste. It discusses change management models, coaching skills, mapping difficult conversations, slowing down to speed up, the seven types of waste, and basic accounting definitions for profit/loss statements and balance sheets. Financial levers like price, costs, overheads, and sales volume are presented as ways to increase profits. Key drivers of cash flow are identified as sales, costs of goods sold, overheads, work in progress, debtors/creditors, and debt movements.
Auscott Planning 2018 - condensed
The document outlines the agenda and notes for a planning session. The agenda includes discussions around the current plan, strategic imperatives, team engagement, annual operating plans, and managing change. Notes provide additional context on topics like developing annual operating plans, the importance of change readiness and capabilities, and tips for improving time management. The overall purpose is to review progress, determine next steps, and provide strategies and tools to improve performance and change management.
To Export or not to Export? Growing an export market for your businessTo Expo...
The document discusses factors to consider when determining export readiness and provides a framework for evaluating potential new export markets. It outlines a four gate process for initial market assessment, feasibility analysis, detailed market evaluation, and rollout planning. Key factors for export readiness include domestic market performance, production capacity, financial strength, and international experience. The document recommends rating these factors and prioritizing the three lowest scores to focus on. It also provides examples of how to research potential new markets and build financial models to estimate export costs, margins, and minimum order volumes.
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What is your Strategy and Plan for 2016/17?
- 1. Russell Cummings Strategic Business Development August 2016
- 5. become more
- 7. 2 plans
- 8. optimise
- 9. master model
- 11. getting started
- 12. time horizons
- 13. 3-5 Years 1 Year 90 Days 1
- 15. What do you need to have DONE to be delighted with yourself and your business in 12 months’ time?
- 16. dream big 1
- 17. write it down 2
- 18. destination
- 20. look forward. 1
- 21. look back. 2
- 22. The 6 P’s 1. Patrons and Customers 2. Products and Services 3. Promotion and Sales 4. Processes and Systems 5. People and Management 6. Profits and Cashflow 4
- 23. Big Rocks Planning TO ACHIEVE YOUR WHERE: WHAT ARE THE 3 THINGS YOU MUST DELIVER ON IN THE NEXT 12 MONTHS? NO EXCUSES. 5
- 25. NOW WHERE HOW
- 26. DESTINATION: Does everyone in your organisation know the top three priorities for next year?
- 28. responsibility
- 29. self lead. 1
- 30. go public. 2
- 34. RESPONSIBILITY: Where has the lack of personal responsibility cost your business this year?
- 36. collaboration
- 39. “Don’t use all the brains you have but all the brains you can borrow.”
- 40. COLLABORATION: Who is on the support team to help you grow your business?
- 42. movement
- 43. resource up. 1
- 44. think steps. 2
- 46. MOVEMENT: What MUST you focus on in the next 90 Days to move towards your goals?
- 48. your best year ever
- 52. next steps….
- 53. 2017 Game Plan. clear vision action steps courage to act
- 57. Russell Cummings Business Consultant M: 0414 929 585 W: www.sbdbusiness.com.au E: russell@sbdbusines.com.au