7 habits ppt - strategic business planning-part2

Session 2

Mike CameronPrincipal & Management Consultant

Strategic Business Planning ~ Session 2

Some processes to stir your thoughts plus a whole pile of

acronyms !!


The method of the enterprising is to plan with audacity and

execute with vigour; to sketch out a map of possibilities and,

then, to treat them as probabilities.

Bovee


NEED FOR CHANGE

+ VISION + CAPACITY FOR CHANGE

+ IMPLEMENT ACTIONABLE FIRST STEPS

= SUCCESS AND CHANGE

THE PLANNING PROCESS

NEED FOR CHANGE




+

VISION

+

CAPACITY

FOR CHANGE

+

IMPLEMENT ACTIONABLE FIRST STEPS

=

BOTTOM OF THE

BOX


NEED FOR CHANGE




+

VISION

+

CAPACITY

FOR CHANGE

+


=

BOTTOM OF THE

BOX

NEED FOR CHANGE

+

+

CAPACITY

FOR CHANGE

+


=

A FAST START THAT FIZZLES


NEED FOR CHANGE




+

VISION

+

CAPACITY

FOR CHANGE

+


=

BOTTOM OF THE

BOX

NEED FOR CHANGE

+

+

CAPACITY

FOR CHANGE

+


=


NEED FOR CHANGE

+

VISION

+

+


=

FRUSTRATION AND ANXIETY


NEED FOR CHANGE




+

VISION

+

CAPACITY

FOR CHANGE

+


=

BOTTOM OF THE

BOX

NEED FOR CHANGE

+

+

CAPACITY

FOR CHANGE

+


=


NEED FOR CHANGE

+

VISION

+

+


=

FRUSTRATION AND ANXIETY

NEED FOR CHANGE

+

VISION

+

CAPACITY

FOR CHANGE

+

=

HAPHAZARD OR

FALSE START


THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLEDr Stephen R. Covey

1. BE PROACTIVE

2. BEGIN WITH THE END IN MIND

3. PUT FIRST THINGS FIRST

4. THINK WIN / WIN

5. SEEK FIRST TO UNDERSTAND

THEN, TO BE UNDERSTOOD

6. SYNERGISE

7. RENEWAL / CONTINUOUS IMPROVEMENT



4. THINK WIN / WIN

5. SEEK FIRST TO UNDERSTAND, THEN, TO BE UNDERSTOOD (Become good at LISTENING)



THINK ~ WIN / WIN



4. THINK ~ WIN / WIN

Things turn out best for the people who make the best out of the way

things turn out.Art Linkletter


The secret of making something work is, first of The secret of making something work is, first of all, the deep desire to make it work:all, the deep desire to make it work:

Then, the faith and belief that it can work:Then, the faith and belief that it can work:

Then, to hold that clear, definite vision in your Then, to hold that clear, definite vision in your consciousness and see it working out, step by consciousness and see it working out, step by step, without one thought of doubt or disbelief.step, without one thought of doubt or disbelief.

Eileen Caddy


P.D.M.I.


P.D.M.I.

PLANDOMEASURE IMPROVE


P.D.M.I.

PLAN


P.D.M.I.

PLANThe Action Plan allows you to identify and establish

CRITICAL SUCCESS FACTORS (CSFs)

and

key MEASURES of PERFORMANCE (MoPs)

for the business


P.D.M.I.PLANThe Action Plan allows you all to identify and establish CRITICAL SUCCESS FACTORS (CSFs) and key MEASURES of PERFORMANCE (MoPs) for the business

DOThe Action Plan is developed by you all (as a team) through a commitment to the business vision and a willingness to deploy

the resources and energy to achieve that objective.


P.D.M.I.PLANThe Action Plan allows you all to identify and establish CRITICAL SUCCESS FACTORS (CSFs) and key MEASURES of PERFORMANCE (MoPs) for the business

DOThe Action Plan is developed by you all (as a team) through a commitment to the business vision and a willingness to deploy the resources and energy to achieve that objective.

MEASUREContinuously measure and monitor the effectiveness of your teams planning process/es and the implementation of your Action Plan for the business.


P.D.M.I.PLANThe Action Plan allows you all to identify and establish CRITICAL SUCCESS FACTORS (CSFs) and key MEASURES of PERFORMANCE (MoPs) for the business.

DOThe Action Plan is developed by you all (as a team) through a commitment to the business vision and a willingness to deploy the resources and energy to achieve that objective.


IMPROVEContinuously seek to improve the effectiveness of your teams Action Plan through reviewing the planning process/es and the

implementation of your improved action plans.


P.D.M.I.PLANThe Action Plan allows you all to identify and establish CRITICAL SUCCESS FACTORS (CSFs) and key MEASURES of PERFORMANCE (MoPs) for the business.

DOThe Action Plan is developed by you (as a team) through a commitment to the business vision and a willingness to deploy the resources and energy to achieve that objective.


IMPROVEContinuously seek to improve the effectiveness of your teams Action Plan through reviewing the planning process/es and the implementation of your improved action plans.


O.F.I.


O.F.I.

OPPORTUNITY

FOR

IMPROVEMENT


S.W.O.T.


S.W.O.T.

STRENGTHS


S.W.O.T.

STRENGTHS

WEAKNESSES


S.W.O.T.

STRENGTHS

WEAKNESSES

OPPORTUNITIES


S.W.O.T.

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS


S.W.O.T.

STRENGTHSCapitalise on Strengths

WEAKNESSES

OPPORTUNITIES

THREATS


S.W.O.T.


WEAKNESSESAddress Weaknesses

OPPORTUNITIES

THREATS


S.W.O.T.



OPPORTUNITIESExploit Opportunities

THREATS


S.W.O.T.




THREATSNeutralise Threats


S.W.O.T.





9Remember a strength can also be a weakness!!


S.W.O.T.






9Write down each item under the first two headings.


S.W.O.T.







9Rate and prioritise each item.


S.W.O.T.







9Rate and prioritise each item.9Draft appropriate SMART actions to exploit or neutralise each item.


S.W.O.T.







9Rate and prioritise each item.9Draft appropriate SMART actions to exploit or neutralise each item.

9Commit yourself to action!!



SEEK FIRST TO UNDERSTAND, THEN, TO BE

UNDERSTOOD (Become excellent at listening)



5. SEEK FIRST TO UNDERSTAND, THEN,

TO BE UNDERSTOOD

The art of effective communication

Listen attentively Absorb the message Respond respectfully


The art of effective communication

Listen attentively Absorb the message Respond respectfully

Its not what our message does to the listener, but what the listener does with our message,

that determines our success as communicators.

Hugh Mackay


The BOSS & The LEADER



The boss drives his people;

The leader coaches them.



The boss drives his people; The leader coaches them.

The boss depends upon authority;

The leader on goodwill.




The boss depends upon authority; The leader on goodwill.

The boss inspires fear;

The leader inspires enthusiasm.





The boss inspires fear; The leader inspires enthusiasm.

The boss says I;

The leader says We.






The boss says I; The leader says We.

The boss assigns the task;

The leader sets the pace.







The boss assigns the task; The leader sets the pace.

The boss says Get there on time;

The leader gets there first.








The boss says Get there on time; The leader gets there first.

The boss fixes the blame for the problem;

The leader fixes the problem.









The boss fixes the blame for the problem; The leader fixes the problem.

The boss knows how it is done;

The leader shows how.










The boss knows how it is done; The leader shows how.

The boss makes work a drudgery;

The leader makes it a game.










The boss knows how it is done; The leader shows how.

The boss makes work a drudgery; The leader makes it a game.

The boss says Go; The leader says Lets go.


TIME MANAGEMENT MATRIXStephen Covey & Roger Merrill First Things First - 1994


Urgent Not Urgent

I

m

p

o

r

t

a

n

t

I !Crisis !Pressing problems !Deadline-driven projects !Deadline-driven meetings !Deadline-driven

preparations 20/25%

25/30%

N

o

t

I

m

p

o

r

t

a

n

t



Urgent Not Urgent

I

m

p

o

r

t

a

n

t


preparations 20/25%

25/30%

II !Preparations !Prevention !Values clarification !Planning !Relationship building !True re-creation !Empowerment 65/80%

15%

N

o

t

I

m

p

o

r

t

a

n

t



Urgent Not Urgent

I

m

p

o

r

t

a

n

t


preparations 20/25%

25/30%


15%

N

o

t

I

m

p

o

r

t

a

n

t

III !Interruptions !Some phone calls !Some mail !Some reports !Some meetings !Many proximate,

pressing matters !Many popular activities 15%

50/60%



Urgent Not Urgent

I

m

p

o

r

t

a

n

t


preparations 20/25%

25/30%


15%

N

o

t

I

m

p

o

r

t

a

n

t

III !Interruptions !Some phone calls !Some mail !Some reports !Some meetings !Many proximate,

pressing matters !Many popular activities 15%

50/60%

IV !Trivia !Busywork !Junk mail !Some phone calls !Time wasters !Escape Activities

Remember how to ~ GET THERE ~ here it is, once again !!

Establish 4 to 6 key areas of measurable performance that is fundamental to achieving and maintaining your business vision.

Briefly define each key area of performance.(Strategic Thrust) (KPI)Assign 4 to 6 key activities that are critical to the success of achieving each defined performance indicator. (Strategic Focus) (CSF)

Create 4 to 6 SMART actions for each critical success factor.Review your action plan, re-commit to achieving your business vision and immediate goals, re-affirm your key performance indicators, critical success factors and IMPLEMENT specific, agreed and individual actions immediately.


O.K.

So youre nearly at the end of this session

But youll need to review your ACTION PLANS and make some adjustments

Wont you?


The Business Vision:Aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa (Agreed with all of the Team)

Through:

Mmmmmmmmmmmmmmmm (Considered and confirmed with all of the Team)9 Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx (Defined by the Team)

Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz (Fully discussed, evaluated and agreed with all of the Team) Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz

Mmmmmmmmmmmmmmmm9 Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz

Mmmmmmmmmmmmmmmm9 Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz ETC ETC ETC ETC

After you confirm the CSFs you can develop your ACTION PLAN

Strategic Business Planning ~ Revision

The Business Vision:Aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa (Agreed with all of the Team)

Through: Mmmmmmmmmmmmmmmm (Considered and confirmed with all of the Team) Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx (Defined by the Team)

Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz (Fully discussed, evaluated and agreed with all of the Team) Aaaaaaaaaaaaaaaaaaaaa Aaaaaaaaaaaaaaaaaaaaa Aaaaaaaaaaaaaaaaaaaaa Aaaaaaaaaaaaaaaaaaaaa

Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz Aaaaaaaaaaaaaaaaaaaaa Aaaaaaaaaaaaaaaaaaaaa Aaaaaaaaaaaaaaaaaaaaa Aaaaaaaaaaaaaaaaaaaaa

Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz ETC ETC ETC

This is your ACTION PLAN

This is your ACTION PLAN

Strategic Business Planning ~ Revision

Creating those SMART actions for your plan

T.I.M.E.



T.I.M.E.

T = THRUST What is the objective of the action?



T.I.M.E.


I = INTENT How does this action support your goal?



T.I.M.E.



M = MEASURE When do you know youre there?



T.I.M.E.



M = MEASURE When do you know youre there?

E = EVALUATE Have you achieved your objective?


This is the end of our second session ~ which Im sure you found much easier than the first ~

however, youve now got some more homework, since you will need to review, during the next week, your current set of action plans and make them really SMART.

Good luckIll see you all again next week !!!


Mike Cameron ~ July 2003

7 habits ppt - strategic business planning-part2

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