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Others, however, find something else to do.
The key to a usable, practical, inspiring strategic plan is to have the final product resonate with both kinds of people.
1. Be clear about what a strategic plan is BEFORE you begin.
Not every plan is a strategic plan. A strategic plan is a tool or map to fulfill your mission with efficiency and impact. If it is to be responsive and useful, it should articulate specific priorities and describe the strategies and resources needed to accomplish them. Commonly, most strategic plans are reviewed and rewritten every three to five years.
"Because it is impossible to do everything that needs to be done in this world, strategic planning implies that some organizational decisions and actions are more important than others - and that much of the strategy lies in making the tough decisions about what is most important to achieving organizational success." Carol Munro (friend and colleague - www.carolmunro.com)
Don't confuse a strategic plan with an operating plan. This is a coordinated set of tasks for carrying out the goals of the strategic plan (usually a 9 or 12 month timeline). The operating plan is the who, what, where, when kind of information to help people hit the ground running. Very important... but created after the strategic plan!
2. Consider a realistic time frame in which to create the plan.
A day just won't cut it. If the next 3 to 5 years really matter to your team, invest more than a day in designing how to make the best use of your efforts. Here are a few of the reasons why a one-day, isolated attempt is not effective.
a) people are absolutely exhausted after 6 hours of serious thinking, planning and dialogue, by the end of the day any big decisions will be compromised.
b) some people need time to process - often making great connections and innovations when they allow their brains to percolate with information. Rushing a group process will deny you the gifts of these kinds of thinkers.
c) it is highly unlikely that you will capture all the necessary perspectives in one day. Consider breaking the process down into a few steps which encourage and allow people to have a voice in different ways.
At the same time, don't drag a strategic planning process out too long. People will lose enthusiasm and momentum.
3. Take ownership of the process and the plan.
If a team hires a consultant (or in our case consultants) to facilitate a strategic planning process, avoid the trap of transferring too much responsibility to them. It is the team... the participants... the USERS of the plan that require a vested interest in crafting a strategic plan that holds meaning. The consultant can provide invaluable assistance in designing a planning process, involving key stakeholders, listening with an objective perspective, and synthesizing key issues that arise out of an often messy, creative process. But you're not hiring a consultant to do the actual planning or make the tough decisions - that's your job!
Have some fun with this...why not!?!?
We've shared some ways to add some laughter and team building to strategic planning efforts in previous blog posts; The Right Brain Approach, Tips for Group Toys, and the Strengths Compass Activity.
We're on the lookout for more ideas too!
What was the most fun/inspired/creative strategic planning activity you have been involved in?
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