et back on course!

This is what happens with the best laid strategic plan. Stuff happens. Markets change. You lose a prime contributor. There are a million things that can occur that change the course of your plan. So you have two options.

The first is to throw the plan away and give up. Proof that it doesn’t work.

The second option is to periodically do a check up on the plan. Look at your measurable goals that you have and determine where you are now. If you aren’t where you planned on being, why not? And then look at what you need to do to get back on track, just like that road trip detour, remap what you need to do to get back on plan. By periodically checking on how your plan is doing, you can stay on your path to reach the vision of where you want your organization to be and you can make those corrections long bef

80% of successful businesses have strategic plans for their organization. Even then, Strategic Plans can be less effective, even become superfluous due to two significant errors that even large corporations may make. The first is YOU, whether you are the owner, CEO or the Executive Team. The second is doing Check Ups on the plan after it’s implementation.

The absence of YOU in the process

It doesn’t matter whether this is for a one person company or for a large corporation. It doesn’t matter which Strategic Planning model that you use for your organization. YOU must be involved in ALL three stages of the Strategic Planning process.

The 3 stages are –
1. Knowledge gathering. This is where you determine what the vision of the organization is, in other words where you want it to go. You also look at your resources and the marketplace.
2. The actual Strategic Planning process. This is where you determine HOW you’re going to get where you want to go, creating your own roadmap. During the process, it will be determined what resources you may need, etc. to achieve your goals.
3. Carrying out the Strategic Plan. OK. Now you have the plan in your hands. It’s time to launch.

Most organizations don’t wish to be bothered with the 2nd stage. They hire consultants to come in, interview (stage 1), disappear and then ta-da, your consultant returns with a 400 page strategic plan that THEY created that YOU need to carry out to get the results you said you wanted. Let’s face it; you’re not going to read that 400 page report, so they may give you a 20 page summary and a mind numbing PowerPoint presentation for you and your team.

So is this plan accurate?
Is this plan what you want to do?
Does this plan accurately reflect optimal use of your resources?
Do you fully agree with the plan and what you’re expected to do?
Are you going to effectively carry out this plan?

The answer to all of these questions is…maybe, maybe not.

So what happened?

Stage 1, the knowledge gathering stage, you’re involved. And then when it comes time to take that knowledge and use it to make the most effective path forward for your organization, what happened? You’re not there.

So put YOU in stage 2, the actual process. It may be you alone. It may be a team. But when done correctly, by putting YOU in stage 2, you develop a strategic plan that is not only for more accurate in it’s detail, but since YOU created it, when it comes time for stage 3, carrying out the plan, YOU and your team have bought into where you want to go and exactly what you need to do to get there. If in a team environment, going through the process allows the team to build stronger appreciation for each other’s strengths and contributions, providing improved results throughout the organization.

CHECK UPS FOR YOUR PLAN

The second gaping pitfall for any Strategic Plan is after it’s been launched. The cheering crowds have moved in, the band has been paid off, the balloons and streamers have been cleaned up. Chances are you’ll start out right on target.

But think of a road trip. You need to keep your hand on the steering wheel otherwise the car will veer off the road. Same with the strategic plan. What happens when you hit a road block and now you have to turn in a different direction? You need to figure out how to get back on course!

This is what happens with the best laid strategic plan. Stuff happens. Markets change. You lose a prime contributor. There are a million things that can occur that change the course of your plan. So you have two options.

The first is to throw the plan away and give up. Proof that it doesn’t work.

The second option is to periodically do a check up on the plan. Look at your measurable goals that you have and determine where you are now. If you aren’t where you planned on being, why not? And then look at what you need to do to get back on track, just like that road trip detour, remap what you need to do to get back on plan. By periodically checking on how your plan is doing, you can stay on your path to reach the vision of where you want your organization to be and you can make those corrections long befo

the marketplace.
2. The actual Strategic Planning process. This is where you determine HOW you’re going to get where you want to go, creating your own roadmap. During the process, it will be determined what resources you may need, etc. to achieve your goals.
3. Carrying out the Strategic Plan. OK. Now you have the plan in your hands. It’s time to launch.

Most organizations don’t wish to be bothered with the 2nd stage. They hire consultants to come in, interview (stage 1), disappear and then ta-da, your consultant returns with a 400 page strategic plan that THEY created that YOU need to carry out to get the results you said you wanted. Let’s face it; you’re not going to read that 400 page report, so they may give you a 20 page summary and a mind numbing PowerPoint presentation for you and your team.

So is this plan accurate?
Is this plan what you want to do?
Does this plan accurately reflect optimal use of your resources?
Do you fully agree with the plan and what you’re expected to do?
Are you going to effectively carry out this plan?

The answer to all of these questions is…maybe, maybe not.

So what happened?

Stage 1, the knowledge gathering stage, you’re involved. And then when it comes time to take that knowledge and use it to make the most effective path forward for your organization, what happened? You’re not there.

So put YOU in stage 2, the actual process. It may be you alone. It may be a team. But when done correctly, by putting YOU in stage 2, you develop a strategic plan that is not only for more accurate in it’s detail, but since YOU created it, when it comes time for stage 3, carrying out the plan, YOU and your team have bought into where you want to go and exactly what you need to do to get there. If in a team environment, going through the process allows the team to build stronger appreciation for each other’s strengths and contributions, providing improved results throughout the organization.

CHECK UPS FOR YOUR PLAN

The second gaping pitfall for any Strategic Plan is after it’s been launched. The cheering crowds have moved in, the band has been paid off, the balloons and streamers have been cleaned up. Chances are you’ll start out right on target.

But think of a road trip. You need to keep your hand on the steering wheel otherwise the car will veer off the road. Same with the strategic plan. What happens when you hit a road block and now you have to turn in a different direction? You need to figure out how to get back on course!

This is what happens with the best laid strategic plan. Stuff happens. Markets change. You lose a prime contributor. There are a million things that can occur that change the course of your plan. So you have two options.

The first is to throw the plan away and give up. Proof that it doesn’t work.

The second option is to periodically do a check up on the plan. Look at your measurable goals that you have and determine where you are now. If you aren’t where you planned on being, why not? And then look at what you need to do to get back on track, just like that road trip detour, remap what you need to do to get back on plan. By periodically checking on how your plan is doing, you can stay on your path to reach the vision of where you want your organization to be and you can make those corrections long bef

curate?
Is this plan what you want to do?
Does this plan accurately reflect optimal use of your resources?
Do you fully agree with the plan and what you’re expected to do?
Are you going to effectively carry out this plan?

The answer to all of these questions is…maybe, maybe not.

So what happened?

Stage 1, the knowledge gathering stage, you’re involved. And then when it comes time to take that knowledge and use it to make the most effective path forward for your organization, what happened? You’re not there.

So put YOU in stage 2, the actual process. It may be you alone. It may be a team. But when done correctly, by putting YOU in stage 2, you develop a strategic plan that is not only for more accurate in it’s detail, but since YOU created it, when it comes time for stage 3, carrying out the plan, YOU and your team have bought into where you want to go and exactly what you need to do to get there. If in a team environment, going through the process allows the team to build stronger appreciation for each other’s strengths and contributions, providing improved results throughout the organization.

CHECK UPS FOR YOUR PLAN

The second gaping pitfall for any Strategic Plan is after it’s been launched. The cheering crowds have moved in, the band has been paid off, the balloons and streamers have been cleaned up. Chances are you’ll start out right on target.

But think of a road trip. You need to keep your hand on the steering wheel otherwise the car will veer off the road. Same with the strategic plan. What happens when you hit a road block and now you have to turn in a different direction? You need to figure out how to get back on course!

This is what happens with the best laid strategic plan. Stuff happens. Markets change. You lose a prime contributor. There are a million things that can occur that change the course of your plan. So you have two options.

The first is to throw the plan away and give up. Proof that it doesn’t work.

The second option is to periodically do a check up on the plan. Look at your measurable goals that you have and determine where you are now. If you aren’t where you planned on being, why not? And then look at what you need to do to get back on track, just like that road trip detour, remap what you need to do to get back on plan. By periodically checking on how your plan is doing, you can stay on your path to reach the vision of where you want your organization to be and you can make those corrections long bef

n, YOU and your team have bought into where you want to go and exactly what you need to do to get there. If in a team environment, going through the process allows the team to build stronger appreciation for each other’s strengths and contributions, providing improved results throughout the organization.

CHECK UPS FOR YOUR PLAN

The second gaping pitfall for any Strategic Plan is after it’s been launched. The cheering crowds have moved in, the band has been paid off, the balloons and streamers have been cleaned up. Chances are you’ll start out right on target.

But think of a road trip. You need to keep your hand on the steering wheel otherwise the car will veer off the road. Same with the strategic plan. What happens when you hit a road block and now you have to turn in a different direction? You need to figure out how to get back on course!

This is what happens with the best laid strategic plan. Stuff happens. Markets change. You lose a prime contributor. There are a million things that can occur that change the course of your plan. So you have two options.

The first is to throw the plan away and give up. Proof that it doesn’t work.

The second option is to periodically do a check up on the plan. Look at your measurable goals that you have and determine where you are now. If you aren’t where you planned on being, why not? And then look at what you need to do to get back on track, just like that road trip detour, remap what you need to do to get back on plan. By periodically checking on how your plan is doing, you can stay on your path to reach the vision of where you want your organization to be and you can make those corrections long bef

et back on course!

This is what happens with the best laid strategic plan. Stuff happens. Markets change. You lose a prime contributor. There are a million things that can occur that change the course of your plan. So you have two options.

The first is to throw the plan away and give up. Proof that it doesn’t work.

The second option is to periodically do a check up on the plan. Look at your measurable goals that you have and determine where you are now. If you aren’t where you planned on being, why not? And then look at what you need to do to get back on track, just like that road trip detour, remap what you need to do to get back on plan. By periodically checking on how your plan is doing, you can stay on your path to reach the vision of where you want your organization to be and you can make those corrections long before they become too big to resolve and sabotage your plan.

Thinking strategically, by being fully involved in the strategic planning process and by periodically checking up on the plan’s progress, you greatly enhance the prospect of your organization successfully achieving the vision that you desired when you began the process.