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The Real Benefits of Strategic Planning Are Found In The Planning Process.

Posted by on Feb 26, 2014 in Blog, Strategic Planning, Uncategorized | 0 comments

Smart leaders know the benefits of a strategic plan. Exceptional leaders know that the real benefits come mainly through the strategic planning process. The actual plan is a bonus, the icing on the cake.

Think of it like earning your degree in education. From GEDs to Doctorates, the true benefit comes through the learning process. The degree or certificate is the prize. The degree signifies that the holder successfully completed an accredited learning process and gained the knowledge needed to earn the rights, honors, and privileges appertaining thereof. Your contribution and worth is measured by your application of the skills and knowledge you acquired through your education process.

With one important exception, so it is with strategic plans. The exception of course is the difference in the content found in a well-written strategic plan versus a single sheet of paper hanging on your wall. This is to say that the strategic planning document is very important.  Your strategic plan becomes your roadmap, your guidebook to take you from where you are today to where you want to be. When used as a working tool versus a dusty bookend on your bookshelf, your strategic plan becomes one of your most important management tools.

If the process is key, then the success of your strategic planning depends on the process. Here is a look at our proven process.

Holland Resource Strategic Planning Process

Our strategic planning process is simple — we help you find the answers to these three questions.

  • Where are you now? Strategic planning helps you look back, look inside, and look forward. Reviewing you your accomplishments and failures, your assets and debits, your dreams and realities is healthy and necessary for growth. Our strategic planning process begins by examining your current situation -inside and out – and establish a starting point of your plan. We guide you through an evaluation and establish the key factors impacting your future.
  • Where do you want to be? Using our interactive planning model you move yourself into the future and invent it. You create and control your destiny. At this, the most critical point in your strategic planning process, you define your core values and your vision.
  • How will you get there? This is your action plan. We help you define the action needed to move your organization from where you are now to where you want to be?

For more information on our planning process, go to http://www.hollandresource.com/services/strategic-planning-services/strategic-planning-process.html.

Matching the Benefits with the Process

I listed several key benefits below, you may think of more. And I matched the benefits with the key process phase.

KEY BENEFITS

WHERE ARE YOU NOW?

WHERE DO YOU WANT TO BE?

HOW WILL YOU GET THERE?

Clearly define your purpose.

X

X

Focus your team on your vision.

X

X

Focus your resources on the critical issues.

X

Discover the best ideas and solutions.

X

X

Build consensus and ownership.

X

X

X

Develop specific action steps.

X

Establish benchmarks to measure progress.

X

Stay on course.

X

X

Achieve peak performance.

X

X

Improve your bottom line.

X

X

X

 

Where Are You Now? Were Do You Want To Be?

We use these processes to flesh out the background and purpose of the organization, look at trends, organizational structure, SWOT (strengths, weaknesses, opportunities, and threats), vision, core values, and the like. This process helps you to:

  • Clearly define your purpose.
  • Focus your team on your vision. Every employee has a private agenda. Effective leaders use our strategic planning process to communicate their overall vision for the organization.
  • Discover the best ideas and solutions.
  • Build consensus and ownership by asking the hard questions, having open dialogues about the current state of the organization, and establishing common views and priorities for the future of the organization.
  • Stay on course by focusing on the result – Where Do We Want To Be?
  • Achieve peak performance by having clearly defined goals, objectives, and a shared vision for the organization.
  • Improve your bottom line by becoming what you want to become.

How Will We Get There?

This is your game plan. What are the steps needed to move your organization from where you are now to where you want to be?

  • Discover the best ideas and solutions by soliciting input from your team.
  • Focus your resources on the critical issues – get everyone on the same page with the same priorities.
  • Build consensus and ownership by involving everyone in the planning process.
  • Develop specific action steps, assign responsibilities, and set deadlines.
  • Establish benchmarks to measure progress – if you can’t measure it, you can’t manage it.
  • Stay on course. Use the game plan to keep everyone focused on the end product – Where Do We Want To Be?
  • Achieve peak performance. Every organization has unique goals and their own definition of peak performance. Set these expectations through your strategic plan.
  • Improve your bottom line by implementing your game plan, your strategic plan.

Call us now at 1-615-268-8822 for a FREE consultation to discuss your organizational and individual development needs.

Visit us at www.HollandResource.com for more resources that help you manage change and make your vision a reality.

 

Nurture the NEW – Discard the Old to Lead Organizational Change

Posted by on May 14, 2012 in Organizational Change | 0 comments

Nurture the NEW – Discard the Old to Lead Organizational Change

Everyone knows that the only constant in this busy life of ours is the fact that things are going to change.  Successful leaders embrace organizational change and constantly (more…)

When Economic Trends Force Organizational Change

Posted by on May 7, 2012 in Organizational Change | 0 comments

When Economic Trends Force Organizational Change

Anything to do with the economy of a country will affect an organization.  A growing economy = expansion, new jobs, new customers – a shrinking economy = restructuring, cost reductions, job losses – and more.  In either case, the economy is a major force for organizational change. (more…)

Leading Organizational Change to Recover From Failure

Posted by on Apr 24, 2012 in Organizational Change | 0 comments

Leading Organizational Change to Recover From Failure

Leading change is part and parcel of any organization’s performance, as is the management of employees’ performance. If the organization is floundering because of bad decisions, lack of planning, little or no team building, then there is certainly room for improvement.   A lack of all round performance indicates that something is seriously wrong within the company. Clearly there is something in the company that needs to be changed or improved in order to retain market position and qualified staff. (more…)

Organizational Change Begins With A Vision

Posted by on Apr 16, 2012 in Organizational Change | 0 comments

Organizational Change Begins With A Vision

“The very essence of leadership is [that] you have a vision. It’s got to be a vision you articulate clearly and forcefully on every occasion. You can’t blow an uncertain trumpet.” Theodore Martin Hesburgh (born 1917) was an activist American Catholic priest who was president of Notre Dame (more…)

Core Values: The Key to a Human Touch in Organizational Change

Posted by on Apr 9, 2012 in Organizational Change | 2 comments

Core Values: The Key to a Human Touch in Organizational Change

As the world modernizes, effective leaders use organizational change to streamline and minimize work activities and costs.  Where do our basic human needs, values and socialization techniques fit in? Are we not missing something important here in our race to the future? Yes, organizational change is important. Yes, entrepreneurship is important. And without all the soft fuzzy parts that make us human, without the parts of us that are vulnerable, that believe in business networking, building a family, and the American dream – we are nothing. (more…)

Use new technology when leading change.

Posted by on Apr 2, 2012 in Organizational Change | 0 comments

Use new technology when leading change.

Leading change is difficult.  We become comfortable in our current environment and we resist change.  Often, we need a slight push (or a major shove) to get us started.

Smart leaders learn to use new technology as a catalyst for change.

This is easier now than ever before.  Our society conditions us to expect upgrades  i.e., cell phones, computers, software, and more.  Who could have imagined that we would accept the cost of upgrading to a new cell phone every 12 to 24 months?  And for every member of the family!

Our society now accepts new technology.  Indeed, we eagerly anticipate the release of the latest new “toy”.  Use this to your advantage.  Be alert for new opportunities to lead change in your organization through new technology.

Think past upgrades, REINVENT!

Often when considering new technology, we look for tools that help us streamline our current processes. This is common. Smart leaders think beyond current processes and imagine the future unrestrained by the organization’s current (often outdated) technologies. Focus on results and outcomes, not processes.

Need Help?

Often, an outside perspective helps. Give me a call at 615.268.8822 or send an email. I’m here to help – that’s what I do.

Organizational Change through Technology

Posted by on Mar 26, 2012 in Organizational Change | 3 comments

Organizational Change through Technology

Organizational change experts know that you must look at your company right side up and up side down to find and pinpoint which departments and operations can be improved, redesigned or changed. Technology is one of those areas that is absolutely essential to the perfect organization of every company. It affects all the important relationships internally with employees and externally with customers, suppliers, and investors.

Team Building with employees is always a major component of any company reshuffle, as is decision-making in the top echelons of the business. But with today’s technological advancements, one has to keep at the top of one’s technology game. (more…)

Leading Organizational Change Series – Part One

Posted by on Mar 19, 2012 in Organizational Change | 1 comment

Leading Organizational Change Series – Part One

leading organizational changeLeading organizational change can be hard.  Most people prefer their comfort zone.  Few people have a desire to invest in a new way of doing business or managing employees – especially when they believe that their current way is working for them (“if it ain’t broke don’t fix it”).

Consider this quote from Niccolo Machiavelli who was an Italian philosopher, diplomat, playwright and a civil servant in the Florentine government in Italy way back in the late 1400s: (more…)

The Manager and Change at Work

Posted by on Dec 17, 2011 in Management Communication | 1 comment

The Manager and Change at Work

As a manager, it is part of your job during times of workplace change to see the big picture. If you can communicate the vision that necessitates the change, you’ll go a long way toward motivating your team members to take responsibility for the specific tasks they need to accomplish during the period of change. (more…)