Staying Strategic in a Detail-Oriented Profession · 2018-04-03 · Agile and Consistent Unfocused...
Transcript of Staying Strategic in a Detail-Oriented Profession · 2018-04-03 · Agile and Consistent Unfocused...
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Staying Strategic in aDetail-Oriented ProfessionPresented by:Jeff Arnold, MAM, CAE [email protected]
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At the end of this session, you’ll be able to:• Think strategically• Act strategically• Stay focused, follow-up and follow-through• Build a visionary staff that focuses on strategy as well
as operations• Work with clarity of purpose and direction
Key outcomes
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Three Areas of Focus Today
PersonalDepartmental/Divisional
Organizational
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What it Means to Lead Strategically
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Maintaining abroad perspectiveon every aspect of
your daily work.On a personal level,thinking strategicallymeans. . . Which requires:
• Understanding yourorganization’s strategic vision
• Aligning your team
• Aligning yourself
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Why Every Manager Needs to ThinkStrategically
• Ensure your group’s work aligns with the overallorganizational strategy
• Make smart long-term decisions that align with thegoals of the rest of the organization
• Gain your team’s commitment to supporting yourdecisions
• Boost your group’s performance and results• Focus your daily work
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Why is Strategic Thinking So Hard?
“I DON’T HAVE TIME.”
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Don't just do something.Sit there.
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Strategic Thinking
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Q2
Q3 & Q4
Q2
Q1
Strategic thinkingRelationshipsSelf-DevelopmentRecreationUnnecessary meetings
Surfing the internetMost email
Pressing IssuesKey deadlines
On a daily basis, focus on the “Big Rocks” first(Quadrant 2)
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Personal Traits of Strategic Thinkers
• Curiosity• Consistency• Agility• Future focus• Outward focus• Openness• Breadth• Questioning
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Are You aStrategic Leader?
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Agile and Consistent
Unfocused Strategic
Unreliable andUninspired Rigid
Agility
Consistency
Low
Low
High
High
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3 Key Strategy Myths
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Myth #1
Being strategic requires having aStrategic Plan.
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Three Elements of Strategic Leadership
Strategic Intent Strategic conversation Aligned action
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Myth #2
Creating strategy is about makingoperational improvements.
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x
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ProcessImprove-
ment
• Options• Decisions• Processes• Outputs
Strategy
• Possibilities• Choices• Priorities• Outcomes
What’s the Difference?
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Myth #3
Having a strategic plan is the same as“being strategic”
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Outcome-Focused Approach
“Begin with theend in mind”
The key to strategicthinking, strategicmanagement andstrategic leadership
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What IS is irrelevant.
What is POSSIBLE is what matters.
Build what you want,not what you know.
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“In thebeginner'smind there aremany possibilities.In the expert'smind there arefew.”- Shunryu Suzuki
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Purpose of Strategy
Anticipate changesand position theorganization to
respond
Develop an edgethat differentiatesyour organization
from others
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“If I had an hour to solve a problem and my life
depended on the solution, I would spend the first
55 minutes determining the proper question to
ask, for once I know the proper question, I could
solve the problem in less than five minutes.”—ALBERT EINSTEIN
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Operational vs. StrategicOperationalQuestions:
WhoWhat
WhereWhenHow
StrategicQuestions:
WhichWhy
Strategic decision-making is about analyzingand prioritizing your choices (which), thenjustifying (why) you made those choices
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Negligible Moderate Major GameChanger
Core Competency
High
Moderate
Low
None
Alig
nmen
t
Impact
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Some things to allpeople
All things to allpeople
Some things tosome people
All things to somepeople
Less is More
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Where Do I Start?
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Strategy isn’twhat you say, it’s
what you do.
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Alignment
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Everyone Has a Role
Performing that role well means asking:
1. What is the strategic intent of the leadership?2. What are the key choices that I make in my
area?3. How do I align my choices with those in
leadership?4. How can I best align my team with those
choices?
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Event Department Mission Example
Our mission is toprovide the finest
service, eventplanning, and
creative cuisineavailable.
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Strategy Development Process
GatherData
Strategize
Execute
Adjust orSustain
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• Evaluation ofdepartmentprocesses
• Customerfeedback
• Surveys• Focus groups
• Sales data• Website statistics• SWOT analysis• External Trends
GatherDataSample Data Sources
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Strengths: Programs have changed, but identity of
camp has remained consistent Welcoming community/nurturing
environment Place of Acceptance, true self emerges Beautiful lake-front property Loyal, hard-working staff Devoted alumni Commitment to providing
scholarships/affordable rates
Weaknesses: Lack of cohesion between camp and the
diocese Lack of cohesion between camp and
diocesan churches Facilities in need of major improvement Lacking a sustainable financial model Low salaries are a risk to staff retention Alumni devotion can lead to sense of
closed community
Opportunities: City Camp development Adult programs to increase connection to
camp Parish collaborations Persistent need for retreat and respite
in/from modern life Environmental education
Threats: Over reliance on diocesan funds Increasing secularity of culture/relevant
vision in society Competition with other
camps/opportunities Competition with generally over-
scheduled lives
Situational Analysis: SWOTSample from Episcopal Conference Center
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Issue Identified Potential Strategies to Address IssueDeclining state funding for higher education Increasing need to be entrepreneurial and self-sufficient
Increasing competition from private and publicorganizations, including other university units inthe state
Continually uncover new markets and capitalize on existingproducts and services, as well as need to focus on businesspractices and data management
Rising customer expectations Streamline business processes to be responsive to customer needs
Increasing focus on accountability and theability to report measurable data
More sophisticated data management system
Significant commitment to extending ourprograms nationally and globally
Demands utilization of existing and new technologies to moreeasily connect with a global audience
Need for a more diverse and skilled workforce Reach out to different markets, providing encourage professionaldevelopment, increase cultural knowledge’s, language skills andmarketing, understand and develop programs acrossgenerational working and learning styles
View of the center within the universitycommunity as only a place and not a place withprogram content expertise
Seek more program collaboration and educational partnershipopportunities within the university
Internal Environmental Assessment – Sample from a state university
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External Environmental Assessment – Sample from a state university
Issues Identified:• State government is focusing increasingly on efficiency,
customer service, cost effectiveness and accountability• Changing demographics and an increasingly multicultural
environment• Rising customer expectations• Cyclical nature of the US and world economy• Increasing competition from private and public
organizations• Increasing technology capacity and demand• Increasing energy costs
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What makes youdifferent?
Strategize
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9Differentiators
Market Responsiveness
Product or Service Superiority
Production Efficiency
Natural or Human Resources
Market Dominance
Short Term Profit
Method of Sale
Distribution Methods
Technological Advantage
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What trends arereshaping the
marketplace and arewe positioned to
succeed?
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Successful Meetings 2018 Meeting Trends
1. Keeping up with the evolution of meetingstechnology
2. Providing quality meetings on limited budgets3. Managing safety and security risks4. Creating compelling meeting content5. Proving ROI for meetings6. Negotiating with suppliers
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ACCED-I Member Trends
• Influx of hotel building• Privatization of dorms, parking lots, food service, etc.• Co-opetition with other campuses• Becoming multi-hatters in our jobs• Lots of options for education• Youth protection/minors on campus• Government requirements-NCAA, Title IX• Campus safety
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What are keystrategic issues
facing yourinstitution?
Now That YouHave a StrategicMindset. . .
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Strategy vs. TacticsStrategy
involves the “bigpicture” – the choicesthe organization hasmade to achieve itsgoals and objectives
Tacticsare the actual ways in
which the strategicchoices are acted
upon
Execute
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3 Key Elements for Execution
• Outcomes• Owners• Timelines
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Goal 1: Enhance collaboration and engagement with our global business partners.
Ownership: University Conference Center staff
Timeframe: April 2019
Key Objectives/Milestones:
1. Broker significant and timely collaborations with the university’s other branches to strengthen theUniversity’s outreach impact in the state.
Timeframe: 3 primary units, Dec 20182 Secondary units, Oct 2019
Owner: Branch Relations Director
2. Seek business relationships and collaborative partnerships in order to expand the reach of ourprograms and services.
Timeframe: October 2018
Owner: Center Director
Sample Goal/Objectives Format
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Strategic focus should include nomore than 3 or 4 areas – less is
better
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Strategic Conversation: It’s NotJust for Retreats Anymore
Staff Meeting Agenda
Welcome/Introductions
Follow up from previous meeting
Strategic focus areas discussion:1. New market segment2. Unique service offering3. Specialized staffing
Adjustor
Sustain
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Strategy Pacing Calendar
January February March April May JuneFinal Budget Approval
July August September October November DecemberStaff PerformanceReviews
Strategic PlanningRetreat
Goal 1, Objective 1 duedate
Goal 2, Objective 1 duedate
Goa1 3, Objective 1due date
Draft budget presented
Green = Strategic PlanBlack = Operations
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Align Strategy and Resources
Business Plan
Budget
Staff Priorities
Strategic Focus Area
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