WEEK 2: Life as a Lab-The Strategic Plan
Last Week’s Lab
Just like planning a vacation, organizational and personal strategic planning can be an exciting, energizing process. In the quiet shadow of the holidays (my favorite time of the season), I spent the better part of a day developing a personal strategic plan and then moved on to a business strategic plan for 2009. This is my version of New Year’s resolutions. I’ve seen good results using the process with my coaching and consulting clients. For me, a personal strategic plan is more active and results-oriented than journal entries about what I personally want to accomplish in the coming year. Structuring an actual plan and setting up an implementation calendar exponentially increases my chances of attaining goals.
When people hear I do a personal strategic plan, the response is often – “Doing one for business is tedious enough. Why would you put yourself through it twice?” Strategic planning has gotten a bad wrap because people follow the same tired process year after year. I’ve found that you can change SP’s sagging image in a variety of ways.
Ways to breathe new life into strategic planning:
1-Conduct a pre-planning creative problem solving session to relax thinking, break mental ruts, and introduce new idea generating techniques. Make time for a vision, mission, and values exercise.
2-Define your planning needs and choose a plan format accordingly. You don’t have to do a comprehensive plan every year. What do you want to accomplish with strategic planning?
– A broader, issues-based process to identify goals for the year and develop a plan for implementation?
– An alignment-based process to assess how operations, goals, and processes are aligning with mission/vision/values?
– A scenario-based process that is focused on more long term goals and development of new creative business strategies or directions? Or, are you looking for a combination?
3-Try a whole brain approach to guide the process, and leave room for less-structured creative activities. Strategic planning can actually be energizing and highly creative.
4-Consider using a facilitator or get a mentor involved.
In an organizational setting, I’ve found that strategy sessions are tremendously enhanced when individuals engage in their own strategic planning. Why is that?
Strategic Planning: Not Just a Mind Numbing Ritual
Most organizations look forward to strategic planning with the same excitement that individuals encounter anticipating tax preparation or a root canal. I believe that this is because strategic planning is usually left brain heavy, i.e., more focused on numbers, budgets, and processes than on reinventing the company or finding a way to tap into the insights and ideas of the entire organization. In other words, balancing the different thinking styles (cognitive perspectives) of the people who make up the organization. In the service of time and the focus of this blog, let me be brief in my explanation of why balance models are important in organizational design.
The Power of Balance Models
Ned Herrmann (www.hbdi.com), creator of the whole brain model, began his cognitive research while head of management training at General Electric. His studies show organizations and processes that are successful reflect cognitively balanced perspectives. My professional experiences solidly support this cognitive balance theory. You may be asking, “What’s the connection between a cognitive balance model and a successful organization?” Why would anyone entrust the fortunes of a company on a model of mental processes. I have two responses. One relates to a metaphor comparing the human body to an organization. The human body is the most complicated machine in existence. When you consider the complex and simultaneous operations the brain commands in order to keep the body functioning properly, it makes sense that understanding cognitive functions may have considerable value in addressing other complex systems like organizations. Secondly, our brains demonstrate the power of the simple principle of balance. The cognitive model is one of an endless series of balance models in nature, e.g., Newton’s third law, homeostasis. These fundamental laws of nature are also intuitively translated into psychological models like Jung’s four ego functions and sociological phenomenon, e.g., the Chinese yin and yang, the Hopi Indian proverb of the four square house, and the 4-H pledge. But back to cognitive-based strategic planning.
Cognitive-based Planning
My clients, who have gone through whole brain basic training, understand and participate more readily in the whole brain strategic planning process. Especially small companies new to the “formalized” process of yearly planning find the whole brain approach less daunting and more creative.
For creatives, a mind map may be the easiest way to begin the strategic planning process. Here are a couple of examples of ways I’ve used them both personally and professionally.
Mindmap: Tween Safety Belt Initiative
Tony Buzan is considered the father of the mindmap. Check out his site: www.buzanworld.com
The free form mindmaps may make some uncomfortable. For more analytic and structured types, start with a mindmap that is more reminiscent of a flow chart. The one below is a free mindmap template available at www.mymindmap.net
Mapping is just one technique to use as a starting point in a whole brain approach to strategic planning. The point is to use a whole brain approach. Often this adds creative balance to the process — especially for those organizations that lean heavily toward a left hemisphere preference.
The whole brain approach considers your personal or organizational growth along four perspectives that reflect basic thinking style preferences:
Logical Perspective: measurements, finances, goals, technology, mission
Process Perspective: regulatory, systems, administrative
Human Resources Perspective: communication, training, values
Experimental Perspective: vision, innovation, creativity
Using the whole brain model as a way of checking that you are covering all perspectives can be as easily applied to personal life as to organizations. Anyone who has ever undertaken a great initiative knows that an idea and passion are not enough and resources and a plan won’t do it alone. But a strong vision, clearly defined objective, detailed plan and passion put together can take you places.
Earlier in life, personal planning was a looser process for me. As a producer and project director, I was clear about the importance and necessity of structure and follow through in my work but I relaxed my approach to attaining goals in my private life. The lesson was brought home personally when I chose to simultaneously go to graduate school and work full-time while parenting two boys on my own. People shook their heads and asked, “How the _____ are you going to manage all that?” I used the whole brain plan and focused on the B quadrant or Process Perspective, the administrative, sequential approach to strategy. Without a focus on the detail and balancing the other perspectives, I would never have finished my PhD in three years.
A whole brain personal strategic plan is more useful and effective in achieving strategic goals because it gives people structure and guidance as well as forcing people to address aspects of their plan that don’t jive with their personal strengths, e.g., visionaries who don’t do well with detail, communicators that don’t handle numbers, administrators that lack vision, and financial folks perplexed by interpersonal transactions.
This year my own plan ups the ante in terms of detail. I’m trying some new business ventures and need answers sooner than later so I can switch gears if need be. I’ve focused on weekly goals that are helping me move plans forward. Some people resist detailed timelines because deadlines immediately suggest stress. In both personal and organizational contexts, I find my biggest stressor is actually developing the plan, not following it. Planning stress is short term and I’ve found cognitive strategies that make attacking the plan much easier and creative. A detailed action plan keeps things moving with a sense of urgency and lowers stress because you know where you’re going. As owner of an initiative, personal or professional, I find progressing incrementally is energizing. Often meeting my weekly objectives counterbalances other things I can’t control and gives me a sense of accomplishment on a routine basis.
JOIN ME challenge:
It’s not too late to create a personal or business strategic plan. If you haven’t created a vision, mission and values or purpose package, take a little time and write it down – or have a serious talk with your organization’s leadership. This is a critical tool that guides everything else. If you have a vision package, go back and revisit it. Are you headed where you want to go? If not, try the whole brain approach to strategic planning
NEXT WEEK Whole Brain Plan Step One: Get the Brain in Shape