Technical Manager

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Identify & Include Key Stakeholders

Goal Development

OVERCOMING BARRIERS: Successfully Executing Strategic Plans
Fact Finding Define Strategic Challenge(s) Idea Finding Strategic Solutions

IMPLEMENTATION
Evaluation & Course Correction

"Plans are useless; planning is everything."

Dwight D. Eisenhower

A strategy represents... a set of decisions... about the future...

36% executives acknowledge lack of clarity. Up to 85% employees never exposed to strategy in any form. 68% executives: day-to-day fire fighting inhibits focus on strategic priorities.

Source: Fourth Floor Consulting Inc.-- 2001

AGENDA
Communicating the Plan Setting Priorities Implementation Planning

COMMUNICATING THE PLAN

The barriers are social, not strategic!

Are You Investing the Time to Communicate?
• • • • • 2% of sales closed - 1 sales call 3% of sales closed - 2 sales calls 4% of sales closed - 3 sales calls 10% of sales closed - 4 sales calls 81% of sales closed - 5 or more sales calls PERSISTENCE!

How People Normally Talk About Their Strategic Plan

Mission, goals, blah, blah, blah!!!!!!!

BUY-IN FOR THE NEW STRATEGIC PLAN DEPOSIT $1.00

Leadership Styles at a Glance
Least Effective Style Most Effective Leadership Styles:

COERCIVE

AUTHORITATIVE

DEMOCRATIC

AFFILIATIVE

Demands Mobilizes people immediate towards a vision. compliance . "Come with me." "Do what I tell you.'

Forges consensus via participation. "What do you think?"

Creates harmony, emotional bonds "People come first." Empathy, builds relationships, forges communication.

Negative impact on Inspires by relating Collaboration, gets morale. the issue to bigger, input, builds buy-in and consensus. more important stakes.

Source: Leadership That Gets Results by Danile Goleman, Harvard Business Review, March-April 2000.

“The Power Zone”

CLARITY CHECK
0
I am clueless about the strategy.

5
I have some understanding of the strategy.

10
I completely understand the strategy.

CLARITY CHECK

STARTING POINT

QUESTIONS & CONCERNS
Here are the major questions and concerns I need to discuss. CLARITY CHECK

QUESTIONS & CONCERNS

“WHAT’S AT STAKE?”
“WHAT’S AT STAKE?”

What is the potential to make a meaningful difference in the lives of our members?

QUESTIONS & CONCERNS

CLARITY CHECK

IMPLEMENTATION ISSUES
IMPLEMENTION ISSUES

“WHAT’S AT STAKE?”

Here are my concerns and questions about implementing the strategy.

QUESTIONS & CONCERNS

COMMITMENT CHECK-IN
IMPLEMENTION ISSUES COMMITMENT CHECK-IN

“Here’s what you need to know about me and where I stand in terms of the plan: __________.

-5
I oppose the plan.

0
I am neutral.

+5
I am enthusiastic about the strategy.

STAFF ADVICE
IMPLEMENTION ISSUES COMMITMENT CHECK-IN

STAFF ADVICE

“Here’s my advice for moving forward…"

SETTING PRIORITIES

A strategy represents a set of decisions about the future...

What most strategic plans look like
Vision: A world where people want our members' autographs. Mission: To be the best thing since sliced bread. Objective 1: Sell lots of books Initiative 1.1 Blah, blah, blah, blah, Blah, blah, blah, blah Initiative 1.2 Blah, blah, blah, blah Blah, blah, blah, blah Initiative 1.3 Blah, blah, blah, blah Blah, blah, blah, blah Initiative 1.4 Blah, blah, blah, blah, Blah, blah, blah, blah Initiative 1.4.1 Blah, blah, blah, blah, Blah, blah, blah, blah Objective 2: Educate lots of people Initiative 2.1 Blah, blah, blah, blah, Blah, blah, blah, blah Initiative 2.2 Blah, blah, blah, blah Blah, blah, blah, blah Initiative 2.3 Blah, blah, blah, blah Blah, blah, blah, blah Initiative 2.4 Blah, blah, blah, blah, Blah, blah, blah, blah Initiative 2.4.1 Blah, blah, blah, blah, Blah, blah, blah, blah Sub-Initiative 2.4.a. Yahda dee dum, Yahda dee dum, Yahda dee dum, Yahda dee dum, Objective 3: Influence and impress important people. Initiative 3.1 Blah, blah, blah, blah, Blah,...
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