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Looking for ways to keep strategic planning advancing before the rest of the company starts to actively think about next year?

If you’re involved in strategic planning, one valuable activity you can be doing right now is scouting out new venues in your community for offsite strategic planning meetings. Hit the web and phone, and then hit several new locations where you can potentially take the team for strategic planning this year. You may be amazed at the impact that fresh surroundings can have on enabling stronger strategic thinking.

5 Things Any Offsite Strategic Planning Venue Must Offer

During your site visits, look for these things to help decide which offsite strategic planning venue makes the most sense to use this year:

#1 Event Planner

Make sure that the event planner at the venue understands what you’re trying to accomplish during your offsite meeting. Invite the event planner into your meeting planning. Ask to see and/or hear about things they’ve done for other companies that might work for your team’s success. If they’re unwilling to engage in this type of exploration, that’s a strong sign you’re not in the right offsite venue for you.

#2 An Environment for Teams to Work

Look for lots of wall and floor space where you can create opportunities for small groups to collaborate, with enough space between them so that noise won’t be an issue. Make sure you can secure much more floor space than they might typically offer for meetings. You want people to be able to move around and not trip over one another.

#3 Flexible Furniture

Look for flexible furniture arrangements. Big conference room tables push people into sitting in familiar places and playing the same roles they usually do in your conference rooms back at the office. Look for modular furniture and a willingness from the venue to move things around so that they’re how you need them.

#4 Options for Multiple Settings

Within one facility, are there options for varied meeting rooms, environments, and team activities? While a facility with only one meeting room can work, it’s fantastic to have multiple settings within a venue to vary things during the one or more days you are there.

#5 Seamless Food Service

Find out about food service. You may think it’s important to be able to bring in your own food and beverages to better manage costs. For us, having to mess with these things the day of a strategic planning workshop is a major distraction from the most important work: breakthrough thinking. If the facility or a partner vendor can remove this distraction, it’s a smart investment.

That’s our typical list of important things we look for in an offsite strategic planning venue. When you can find all these things in one location, you have a winner. – Mike Brown

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Mike Brown

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Mid-year is that time where you look ahead to the year’s end while simultaneously reviewing this year’s plan and wondering how everything will get done by December 31. That leads to asking, “What would happen if we don’t get everything done? Didn’t we put too many things into the plan, anyway?”

Sound familiar?

5 Areas to Get Stalled Strategic Planning Initiatives Moving

I used to go through this routine repeatedly until I realized that I lacked a standard checklist of project assessment questions to use when a strategic planning initiative is behind schedule. I guess I was recreating the question set every time I needed it.

To spare yourself and everyone around you the hassles involved with not working from a standard set of questions, you can use the following routine this week, and in the years ahead, to standardize your diagnoses and approaches to floundering projects.

Rank the Suspected Causes

The first step is to assess the potential reasons why a strategic planning initiative hasn’t started within the time frame you originally planned. We recommend making a quick assessment. Our approach is to rank potential factors based on which you think are the most-to-least significant in delaying launch. Some typical factors you may consider:

  • The initiative’s importance or fit within the plan is off or no longer relevant
  • The leader and/or team on the initiative isn’t the right one
  • There’s an issue with the structure of the approach the team is taking to the initiative
  • There’s an issue with the size or scope of the initiative
  • Resource availability or levels are a roadblock
  • Some other reason is creating the roadblock

Ranking these factors, 1 through 6, helps prioritize your starting place to address the initiative’s delay. One ground rule: there can be no ties in your ranking. Not EVERY item can be the #1 reason. Force quick priorities so you can begin addressing the important issue as quickly as possible.

After completing the assessment, work through question-based checklists on the most significant factors. These are our starting questions in each category:

#1. The Importance or Strategic Fit Is Off

If changes in the internal or external environment are now calling into question a delayed initiative’s importance, ask:

  • Are there ways to simplify or change the initiative’s direction to increase its relevance?
  • What has changed in the underlying business strategy that impacts the need or interest in moving forward? Will the strategy change back (or again) soon?
  • Are specific reasons for moving forward more important than others? If we focused only on those reasons, how would we adjust the initiative?
  • If we don’t move forward with the initiative this year, what material impact will it have on attaining important goals and objectives?
  • Would we be better to divert focus from this initiative to other initiatives? Would we benefit more from diverting focus from other initiatives to jump start this delayed one?

#2. Leadership or Team Issues

Maybe the leaders or team expected to develop an initiative aren’t the right fit. This scenario prompts a variety of questions:

  • Is the initiative under-staffed? If we put more people on it, what will that change?
  • Does the team have challenges working together? Who, among the team members, needs to change in order to fix those issues?
  • Are there parties critical to developing or launching the initiative who haven’t been included to this point? Will involving them now help address these delays?
  • Are there people whose participation would have an immediate impact on moving forward?
  • If a major change in the team is needed, who from the current team should remain, in order to provide the right degree of continuity?

#3. An Issue with the Approach

In some cases, a struggling initiative makes sense, but delays in getting started are impacting the effectiveness of the original approach. Consider:

  • Is there a smaller effort or pilot related to this initiative that we can use to get progress (and results) going as soon as possible?
  • If there are uncertainties with the approach or the current environment, can we start with a part of the initiative that we could easily change or adapt later?
  • Are there steps we can easily remove (with disproportionately less impact) to streamline the development time?
  • Did we miss the order of steps we identified to launch the initiative? If so, is that fixable?
  • What initiatives have we previously completed that we can repurpose to accelerate progress?
  • Have we exhausted all the leeway in the original schedule? Do we (or can we, even) negotiate for more time?

#4. The Size or Scope Is an Issue

The delay can mean that the original planned initiative is now too big or small for current needs. Ask:

  • What are the areas in which to naturally modify the initiative, so it makes smart, strategic sense?
  • Are there nice-to-haves within the initiative that we can easily eliminate?
  • If the initiative isn’t going to have a big enough impact at this point, what changes do we need to make in order to minimize the gap?

#5. Resource Availability

Another factor that can slow progress is resource mismatches. Scenarios to think about:

  • If we put more money or other resources at this initiative, what type of impact would it generate?
  • Can we couple this initiative with a different, active one, so that they can leverage common resources?
  • What resources can we grab or repurpose from other initiatives and work them into this one?

First Ask, then Answer about Strategic Planning Initiatives

We hope that you’ll find this list of questions helpful in conducting any mid-year initiative reviews you need to do to make sure you deliver the most important aspects of this year’s plan. – Edited from Inside the Executive Suite

Download 10 Questions for Successfully Launching

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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I participated in the City Partnership Workshop yesterday at the 2018 Gigabit City Summit. Talking with one city’s representatives about strategies to sell-in a broadband recommendation with voters, they asked whether it is okay to engage its citizens after city leadership develops a recommendation.

My answer?

Engage your audience in collaborative strategic planning earlier than later. If you haven’t engaged them earlier, then do it right now, even if it’s later than what’s ideal.

Aaron Deacon of KC Digital Drive at #GCS18

Here’s the difference between the two options.

If you engage your audience early in the collaborative strategic planning process, you can make a legitimate claim to creating a collaborative vision. You can involve audience members in shaping the vision. You gain insights your leadership group does not possess. You can understand language your audience uses and incorporate it into messaging. Most importantly, you can shape strategies based on integrating audience input during the earliest stages. This opens the door for making strategy creation an experience that many people actively participate in doing versus just learning about after-the-fact.

If you broadly engage your primary audiences AFTER you’ve developed the strategic plan, the nature of the collaboration is very different. It involves more constraints. At that point, you don’t want to create a collaboration environment that needlessly derails solid work leading to the plan recommendation. That means the range of collaboration opportunities narrows. You don’t want to ask extremely open questions that might lead to input that goes beyond the strategy. Instead, you start asking questions about HOW to implement the direction, what might have been MISSED, and what things are CRITICAL FOR SUCCESS. There are other questions you can ask, but once the strategy recommendation is complete, you don’t want to waste time opening doors to non-productive strategy options.

That’s why it’s better to start engaging your audience EARLIER than LATER in collaborative strategic planning, even though later is STILL better than never. – Mike Brown

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The best opportunity to reduce wasted time during strategy planning is BEFORE it starts. That’s why summer is perfect to start simplifying this fall’s strategy development.

To get a head start, download Right Now – 29 Ideas to Speed Up Your Strategic Planning Process Right Now!

It’s a quick read, but filled with ways to remove the wasted, unproductive time in strategy planning. The twenty-nine ideas in Right Now will speed up what is typically a long process and move you through strategic planning more swiftly:

  • 10 Ideas to Speed Up Developing Strategy
  • 5 Things to Do If You Haven’t Started Planning
  • 1 Question to Focus and Speed Up Strategy Meetings
  • 13 Possibilities for a More Efficient and Effective Strategic Planning Process

Getting a head start, before next year’s strategic planning starts, will make it even easier to save your organization tons of valuable time!

Download Your FREE eBook! Right Now! 29 Ideas to Speed Up Strategic Planning

If you’d like help in implementing these steps and using collaborative strategy planning to actively engage your organization and deliver a plan that won’t sit on the shelf, contact us. Let’s figure out the approach that streamlines your strategic planning process most effectively!

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Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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I had a day-long meeting with one of our strategic partners to further develop our inbound marketing strategy. He commented near the meeting’s end that he appreciated that we spent our time collaborating instead of having him put on a show-and-tell for me. As he put it, the meeting allowed him to be himself, for which he was grateful.

He said that he imagined that our meeting was like what a Brainzooming strategy workshop would be like. I told him it definitely was.

8 Principles to Create Collaborative Meetings

Want to create meetings that are more about do and accomplish than about putting on a show?

Here are eight principles we embrace to make that happen:

  1. Be yourself.
  2. Let others be themselves.
  3. Don’t make anyone conform to an external standard for the proper behavior in a meeting.
  4. Discuss things that people really understand and know about.
  5. Don’t over-manage the process to the point where the process gets in the way of getting something accomplished.
  6. Trust that if everyone comes in with good intentions and a bias toward results, good things and productive results will transpire.
  7. Use analysis as a platform for places to go, not as a tool to shoot down new thinking.
  8. Accept the unexpected.

Looking to create collaborative meetings?

Embrace these eight principles. They work. We use them in everything we do.

Want even more help to create collaborative meetings? Contact us, and let’s chat about how Brainzooming can help facilitate collaborative, strategic meetings for YOUR organization! – Mike Brown

 

10 Keys to Engaging Stakeholders to Create Improved Results

FREE Download: “Results!!! Creating Strategic Impact”

Results!!! Creating Strategic Impact Mini-Book

Leaders need high-impact ways to develop employees that can provide input into strategy and then turn it into results. This Brainzooming mini-book, “Results – Creating Strategic Impact” unveils ten proven lessons leaders can use to boost collaboration, meaningful strategic conversations, and results.

Download this free, action-focused mini-book to:

  • Learn smart ways to separate strategic opportunities from the daily noise of business
  • Increase focus for your team with productive strategy questions everyone can use
  • Actively engage stakeholders in strategy AND implementation success

Download Your FREE Results!!! Creating Strategic Impact Mini-book

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Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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(Adapted from Inside the Executive Suite by Armada Corporate Intelligence)

Two junior team members in chief of staff / program manager roles asked how to best align with senior leaders to successfully share a strategy across an organization. Each was concerned about having enough regular access to senior leaders to feel comfortable in delivering consistent communications relative to what they would be saying in other forums. The challenge is doing more than just sending out a plan and expecting people to naturally understand the organization’s direction.

The Way to Successfully Share a Strategy

What can a senior leader do to share personal perspectives and expectations to facilitate stronger strategy implementation in an organization?

We recommend that an executive team develop its own strategy brief to support better, more aligned communication, and ultimately, strategy implementation. Borrowed from the idea of a communications brief, a strategy brief will:

  • Prompt greater strategic clarity and expectation setting
  • Help team members who are working on communicating and implementing the plan to perform effectively and creatively
  • Facilitate objectivity when judging the effectiveness and success of early strategy implementation

The strategy implementation brief contains three types of information:

  • Objectives – Detailing where the strategy should lead the organization, who it will impact, and what beliefs and action will be most important to success.
  • Preferences – Shares what messages, messaging styles, timing, and reinforcements pave the way for greater alignment.
  • Guidelines – Laying out what the strategy communication and implementation team needs to incorporate and avoid.

Within that framework, here are the questions to answer so your team can most effectively represent senior leadership to the entire organization.

Objectives

  • What is on the short list of initiatives that will move the organization forward?

Answering this question is step one in getting your strategic plan down to a bite-sized aspiration. Of all the initiatives you have planned, which handful are you, as a senior executive, going to monitor most closely? Your answer will determine whether you are going to move the needle or not.

  • What are your beliefs about the organization’s current situation? What do you think the broader organization’s beliefs are about the current situation? How do they need to change?

These questions begin addressing the arc of change you expect the organization to embrace. Is change critical to taking advantage of opportunities? Is a dramatically different direction needed to ward off challenges, but only after you overcome organizational complacency? Importantly, does the broad employee base see the organization’s situation comparably to the senior team? If not, orient the change communication toward what will make sense to THEM.

  • How do you expect the organization to think, behave, and perform differently with successful implementation?

Don’t spell out dozens of things you need employees to address so you can affect the desired strategic changes. Push your executive team to spell out five or fewer thinking and performance changes you are looking for from the organization. Pick only ones that will make a noticeable difference in results.

Preferences

  • What are the most important messages to convey and reinforce?

Identify the short list of messages most important for each target audience. Then do whatever homework you can do to see how those messages will resonate with your audiences. Far better to talk to audiences in ways that resonate with them versus ways that make sense to the senior executives.

  • What are the rallying points you will personally use to build momentum? How consistent do you expect to be in your own communication and messaging?

Share the talking points you expect will work best for you when you are interacting personally with audience members. Spell out how comfortable and confident you are in staying consistent with your messages. If you expect to shift them or are prone to get swept up in the moment and venture into new territory, let your team know to check back frequently for updates.

  • What emotions are relevant and okay to leverage to increase communication receptiveness?

Even if you’re data-driven and uncomfortable with emotional appeals, they do play an important role in business communication. Lay the groundwork for integrating appropriate emotions to move hearts in addition to minds.

Guidelines

  • Where are you looking for the team and others closer to the broader employee base to exercise their own creativity?

Once you’ve provided the foundation for your implementation team, let them know where they have room to bring their own ideas and variations to your thinking. Don’t expect them to be order takers, simply carrying out everything you dictate. Give yourself the advantage of tapping into the team’s expertise.

  • What touch points and feedback do you want from the implementation team?

This goes along with the previous direction. Share how involved and active you expect to be with the team. Make sure everyone understands how much latitude they have to act vs. circling back to the executive team for frequent check-ins.

  • What adjustments are you prepared to make if things seem off track?

Knowing your commitment level to the current direction helps the team plan for appropriate levels of change. Have you chosen an unwavering path, or are you experimenting your way into a new strategy, expecting to learn and adapt for the foreseeable future?

To Successfully Share a Strategy, Don’t Keep Your Implementation Team in the Dark

While it’s hardly statistically projectable, the two individuals asking how to align with senior leader messaging are likely voicing the sentiment of junior team members on the hook to implement your senior-level strategies. That’s why a strategic implementation brief is valuable for paving the way for an organization’s successful strategy implementation. – Mike Brown

 

fun-ideas-strategic-planning11 Ideas to Make a Strategic Planning Process More Fun!

Yes, strategic planning can be fun . . . if you know the right ways to liven it up while still developing solid strategies! If you’re intrigued by the possibilities, download our FREE eBook, “11 Fun Ideas for Strategic Planning.”

Download Your FREE eBook! 11 Fun Ideas for Strategic Planning

Enjoy this article? Subscribe to the free Brainzooming blog email updates.

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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With nearly 2,400 articles (at time of publication) on strategybranding, and innovation, it’s safe to say there’s a ton of content on the Brainzooming website. You can go deep, wide, and in multiple directions on these core topics.

To ensure that we continue to develop relevant, valuable content for you, we’re always keen to know what resonates the most. We use analytics, keyword research, and various forms of reader feedback to shape our content calendar. We target the greatest relevance for strategists and innovators inside organizations that are excited about the opportunities that collaborative strategy offers in the way of culture transformation and results.

Many executives visiting the Brainzooming website for the first time review dozens of pages of articles and downloads. That was the case recently, as we reviewed the article selections of one such executive. This new reader was seeking information on managing strategy and innovation inside an organization described as fearing change.

How Much Do You Love Free, Fun Strategic Planning Advice?

Since we know many of you face a comparable challenge, here are the more than 30 articles this reader reviewed in search of insights and answers on strategy and innovation. We’re guessing there are more than a few articles of value to you, too!

5 Fun Strategic Planning Activities

Fun Strategic Planning Exercises – 6 Last-Minute Creative Ideas

Free Strategic Planning Exercises – 5 Warnings

Strategic Thinking Exercises – Strategic Planning for a Troubled Company

Strategic Thinking Exercise – Black Swan Events in Your Plan

Strategic Thinking Exercises – More than 200 Strategic Planning Questions

Great Strategic Questions – A 3-Step Strategic Question Formula

Brainzooming – First Questions

80 Fun Strategic Planning Activities and Ideas!

11 Boring Details for Making Strategic Planning Fun*

Strategic Thinking Perspectives – Three Strategic Voices to Include on Your Team

Creating Strategic Impact – The Brainzooming Group Strategic Planning Toolkit

Why Change Is Hard – 3 Strategic Thinking Ideas for Making Change Easy

Strategic Alignment – 4 Lessons for Line and Staff Organizations Working Well

A Week of Struggling for Simplicity – A Simple Strategy Check

The Brainzooming Strategic Thinking Manifesto

Innovation Blocks-Taking the NO Out of Business InNOvation

Facilitating Innovative Strategy with a Diverse Group

Strategic Thinking Success – 3 Critical Thinking Perspectives

Strategic Thinking Exercises – 6 Characteristics the Best Ones Have

8 Fun Strategic Planning Icebreaker Activities

15 Innovative Strategic Planning Questions to Get Ready for Next Year

3 Short, Funny Strategic Planning Questions

If Not Time, Then What Else Matters?

Strategic Thinking Questions to Identify What Matters for a Brand

What Are We Trying to Say?

Ask and You Shall Receive with Great Strategic Questions

Strategy – Visioning Exercises for Strategic Planning

Reinvent Yourself Week – Look and Ask Around

Nobody Cares About You!!!

Creative Thinking Exercises – Would you like S, M, L, or XL Creative Ideas?

Where will you head next on strategy, branding, and innovation? – Mike Brown

 

fun-ideas-strategic-planning11 Ideas to Make a Strategic Planning Process More Fun!

Yes, strategic planning can be fun . . . if you know the right ways to liven it up while still developing solid strategies! If you’re intrigued by the possibilities, download our FREE eBook, “11 Fun Ideas for Strategic Planning.”

Download Your FREE eBook! 11 Fun Ideas for Strategic Planning

Enjoy this article? Subscribe to the free Brainzooming blog email updates.

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

More Posts - Website

Follow Me:
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