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Strategic Planning 101
Steve Adubato, Ph.D.
Many organizations say all the right things about strategic planning:
"We just had a two-day strategic planning retreat" or
"We need to do our strategic plan." Yet, talking the talk
about strategic planning is not the same as walking the walk. Others
have a decidedly negative view of strategic planning: "We don't
have time to do a strategic plan. Plus, things are constantly changing,
so what's the point of having a plan we are never going to use?"
Much of the confusion and negativity surrounding strategic planning
is because some people just don't understand what it should and
could be. Some confuse the strategic planning document with the
process itself. Others are obsessed with the process and never put
any of it in to action. The reality is that thinking and acting
strategically is something any professional or organization must
do. If not, decisions are made based on nothing more than whim or
instinct without any connection to the "bigger picture."
With this in mind, consider what being strategic means and what
is doesn't mean.
Being strategic means…
- Intentionally setting goals and having those goals based on
reality. Without such goals, how can any organization measure
its effectiveness or stay on course?
- Being aware of the organization's resources, both financial
and human, and dedicating those resources in a rational fashion
that moves in a direction of accomplishing the above-mentioned
goals.
- Deciding what's really important and what's not given limited
resources and limited time. It is all about prioritizing. An organization
that says "everything is important" is bound to fail
and burn out its people.
- Putting the difficult questions and issues on the table as opposed
to ducking them. It's about taking a sobering look at the external
environment and knowing that you have no control over it.
- Creating an opportunity for individuals on a given team or organization
to buy in to something bigger than themselves. It's about gaining
a degree of ownership of a game plan that needs everyone's participation
in order to work.
Being strategic is NOT…
- About being rigid or inflexible because of some strategic planning
document that has been developed. That document is not intended
to tie your hands behind your back, but rather serve as a blueprint
for making important decisions.
- About trying to predict the future. Organizations that do that
are wasting valuable time. Being strategic means making decisions
based on the data available to you at a given time.
- An excuse for not leading and managing in a dynamic and human
fashion because you have gone through a rational, strategic process.
Some decisions need to be made on the spot, particularly in an
emergency.
- Always logical and orderly. In fact, if done the wrong way,
strategic planning can get very messy. It is described by some
as more like a "ride on a roller coaster" than a "comfortable
trip on a commuter train." Either way, the key is to stay
on the track.
Finally, strategic planning is not about coming up with some convoluted
jargon-laden mission statement that people take forever to develop.
Have you ever noticed that many of these mission statements wind
up framed and posted in the workplace, but are ignored on a regular
basis? If you are developing a mission statement to make yourself
or your organization look good, then you are not truly committed
to thinking and acting strategically.
Please write and let me know how your organization deals (or doesn't
deal) with strategic planning.
Dr. Steve Adubato coaches and speaks on the subjects of communication
and leadership and is the author of the book "Speak from the
Heart." Write to him at The Star-Ledger, 1 Star-Ledger Plaza,
Newark, NJ 07102, visit his Web site at www.stand-deliver.com,
or e-mail him at sadubato@aol.com.
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