Tag Archive for: strategic planning process

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Focus Your Energy on What Matters Most

Focus Your Energy“Passion is energy. Feel the power that comes from focusing on what excites you.” ~Oprah Winfrey

With a vast number of opportunities to consider for your organization, how do you choose the ones that are most likely to bring you success? You need a reliable method for determining which opportunities to focus on. Here’s how to make decision-making easier: Focus your attention on your intention. This post expands upon my February 9, 2016 blog post, “The Expansive Power of Vision“.

Given that so many interests and choices always compete for your precious resources, how do you decide which are most important to you and your organization?
In my years of professional facilitation and personal experience, I have come to believe in the value and power of a universal principle that has helped me and my clients to make effective, timely decisions—when to say “yes” to an opportunity and when to say “no”.

This universal principle—called the Law of Attraction—states that whatever we focus our attention on gains strength and attracts more of the same. It is perhaps the most consistent and visible demonstration of the Law of Cause and Effect.

What you focus on expands and grows stronger. So why not focus upon what you want, rather than upon what you don’t want? When you focus your attention (thoughts and actions) upon your intention (mission, vision, values, etc.), you send a clear message about what’s important to you and your organization.

“What you focus on expands and grows stronger.”

If you have ever seen the movie Patch Adams—based on a true story—you will remember that Robin Williams, who played Patch, checked himself into a mental hospital in an attempt to escape his problems. As an orderly escorted Patch to the common area, a resident patient jumped in front of Patch, held up four fingers in front of his face, and excitedly asked, “How many? How many fingers?” Surprised, Patch responded quickly, “Four!” In disgust, the patient blurted, “IDIOT!” and ran off.

Eventually, Patch discovered that the patient was a brilliant scientist named Arthur Mendelson. In a subsequent scene, Patch entered Arthur’s room and asked what the four fingers meant. Arthur asked Patch to hold up four fingers in front of his face. Then, Arthur asked again, “How many?” Patch again said, “Four.” Then Arthur told Patch not to focus on the fingers–to look past the fingers. When Patch looked past his fingers, they appeared to be transparent; and he saw eight fingers. Patch said, “Eight!”
“That’s right!” Arthur encouraged Patch. “Don’t focus on the problem—focus on the solution.”

“Don’t focus on the problem—focus on the solution.”

Applying Arthur’s wisdom of focusing on solutions and goals, you will discover that problems don’t appear so daunting. That’s what goal-setting will do for you and your organization—it will cause you to focus on what you want and what is important and constructive.

By taking time to clarify your purpose, mission, values, and vision, you will form the “Cone of Influence” for your organization. Then, by setting goals in alignment with this Cone of Influence, you will move purposefully toward their realization and create a greater chance for employee fulfillment. All these elements, working together, will complete your picture of success.

Defining your unique “Cone of Influence” will make it clearer to you which opportunities (symbolized by the stars) to say “yes” to, and which ones to say “no” to. Opportunities within your “Cone” will be in alignment with what is important to you. For those opportunities that are outside your “Cone,” you can quickly say “no” and avoid wasting your precious time, resources, and energy. It is all about making sure that, in each present moment—right now—you focus on what matters most to you.

To be successful as an organization make sure that everything you and your employees do is in alignment with what is most important to the organization—by “focusing your attention on your intention.” (See Figure 6.) This model is actually a simplified way of showing how all the elements of the strategic planning process unfold and support each other—all leading to the wisest use of each moment of “now.”

Here’s how it works:

  1. The Purpose, Values, Mission, and Vision form the “Cone of Influence” of your organization. These elements define the depth and breadth of what is important to your organization. The more lofty the Vision, the wider is the Cone of Influence.
  2. The stars represent opportunities to expend or invest resources. Stars that are located outside the Cone of Influence represent opportunities to which you should say “no.” They are not in alignment with the direction of your organization. Stars that appear within the Cone of Influence represent opportunities to which you could say “yes,” depending on available resources. These are opportunities in alignment with what is important to your organization.
  3. When Goals and Action Plans are developed for those opportunities within the Cone of Influence, they will help fulfill the Purpose, Mission, Values and Vision of your organization. Any pursuits of opportunities outside that realm will be wasted, scattered energy.

Is your organization focused on what matters most?

Much success and fulfillment,

Ray

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(Adapted from Chapter 7 of my new book Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process. Read free chapters and learn more at www.EnergizeYourBusiness.biz .)

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The Expansive Power of Vision

Vision & The Cone of InfluenceFor 2016, aspire to reach new heights with a clear picture of what you are striving to achieve as an organization.

“When you create a clear vision, it expands the collective thinking of your organization to encompass greater possibility and influence. A lofty vision is energizing. It excites everyone involved. It generates hope for the future.”

 

In my past three articles, we explored the power of purpose, values, and mission. In this article we will “tackle” (a little Superbowl residue…what a game Sunday night…congrats Broncos!) vision, the other element that together forms the “Cone of Influence” of your organization. These elements define the depth and breadth of what is important to your organization. The more lofty your vision, the wider your Cone of Influence.

The stars represent potential opportunities to expend or invest resources. Any stars outside the Cone of Influence represent those you should not include in your planning. They are not in alignment with the direction and focus of your organization. Those stars within the Cone of Influence represent opportunities that you could develop or undertake, depending on available resources. These are opportunities in alignment with what is important to your organization.

What do you see as your organization’s most desirable future state—with everything in perfect working order? Don’t worry about when you will achieve it; instead, focus your energy first on what it looks like. Then, after you’ve created the perfect picture, by all means begin identifying the timeframes in which you think you can achieve each of the elements of the vision.

As a personal practice, I make it a point to do business with people who create an extraordinary experience. One such company is T.C. Eggington’s in Mesa, Arizona—my favorite brunch destination. There is something very special about this multi-award-winning, 30-year-old Best of Phoenix eating establishment… (Click here to read more)

Much success and fulfillment,

 

Ray

 

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(Adapted from Chapter 5 of my new book Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process. Read free chapters and learn more at www.EnergizeYourBusiness.biz .) 

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Infuse Your Culture with Values

Core Values GraphicWhat does your organization stand for—your core values? Successful business owners understand how vital a company’s core values are to creating a company culture that results in happy, productive, successful employees, which, in turn, leads to happy customers and a healthy bottom-line.

Values are your guide for weathering ethical dilemmas. They become the fabric for weaving good sound decisions. Values become your employees’ moral compass. For your company’s values to permeate throughout your organization, it will take conscious, consistent, deliberate actions.

Jim Collins & Jerry Porras (authors, Built to Last) say…

“The only truly reliable source of stability is a strong inner core [purpose and values] and the willingness to change and adapt everything except that core.”

Core values form the root system of your organization. Values nourish and stabilize your company. They represent the ideals that your organization stands for. They form your legacy. The more widespread and deeply imbedded your values, the more likely it is that your organization will stand the test of time. A company that knows and practices core values can weather storms and the winds of change… (Click here to read more of this LinkedIn article)

 

(Adapted from Chapter 3 of my new book Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process. Read free chapters and learn more at www.EnergizeYourBusiness.biz .)

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Wisdom I Learned from an Ojibwe Leader about Success

On a frigid December day in northern Minnesota, I was facilitating a strategic planning retreat for the Leech Lake Band of Ojibwe. More than 75 people from different departments within the tribal government were meeting in small groups in the ballroom of one of their casino enterprises. I was introducing elements of the strategic planning process, step-by-step, and the participants were storyboarding their input on flipcharts at their tables. Many of the participants had never been asked to participate in a strategic planning process like this before, so part of my time was spent teaching and coaching about the different elements.

Tree of Organizational Success

Tree of Organizational Success

Two hours into the morning of the first day, Vicki, a leader from their Education Department, came up to me on a break and shared a metaphor of the tree, relating it to the strategic planning process. It described perfectly the significance of each element of the process and how each is related energetically and how all are connected to the whole system.

That night I captured her thoughts in the graphic shown, “The Tree of Organizational Success.” That tree became our guide for the next several days of our process. People got it! Since that day, I have continued to use it as a tool to guide groups in their strategic planning processes. Here’s the essence of what she shared with me.

Seed = Purpose: Every tree begins with a seed. The tree exists within the seed. Each seed has a specific, unique purpose. A pine-cone seed can grow up to be only a pine tree. An acorn can grow up to be only an oak tree. An apple seed can grow up to be only an apple tree. Every organization has a unique core purpose for how to serve the world. This is “the big why?”— the reason the organization was started in the first place—beyond just making money.

Roots = Values: With the right amount of sun, water and minerals from the earth, the seed begins to sprout roots. Roots help to nourish the tree by drawing water and minerals up from the soil. They also help to stabilize the tree against external forces like wind and floods. Roots also stabilize the tree within the surrounding soil, which can become weak from erosion. Roots are invisible to the eye, but they serve the tree in several other important ways. The deeper and wider the root system, the more nourishment the tree will receive. Roots represent the core values and culture in an organization. They are what your organization stands for. They are your legacy. The more widespread and deeply embedded your core values, the more likely it is that your organization will stand the test of time.

Trunk = Spirit / Life-force Energy = Mission and Vision: When the tree’s roots spread out and deepen enough, the tree begins to sprout and break through the surface of the earth. It first becomes visible as a delicate sprout that eventually forms the trunk. As the tree grows tall for all to see, its life-force energy and spirit becomes evident. The trunk of the tree is analogous to the mission and vision of an organization. Everyone can see and experience the magnitude of its energy and presence. The mission and vision are the life-force, or spirit, of the organization. Many will be prospered, served and inspired during the life of the organization.

Branches = Departments and Goals Set: Branches bud and spread out from the trunk in all directions. These branches will support the foliage and fruit that will come. The greater the reach of the branches and canopy, the more fruit the tree is capable of producing. It soon begins serving animals and insects—providing shade, food and refuge.The branches symbolize the various departments and the multiple goals of the organization. The loftier the goals set throughout your organization, the greater the potential for organizational and personal achievement.

Fruit = Success and Goals Achieved: As fall approaches, the world begins to see apples form on an apple tree. You—and the world—can now see how plentiful the harvest will become, weather and critters permitting. The fruits of your labor are becoming visible. The fruit harvest represents goals achieved, success manifested. A bountiful harvest serves your customers, employees and vendors.

I love the simplicity and organic perspective that I received from my student (and teacher), Vicki, that day.

Enjoy growing your bountiful tree of organizational success.

Much success and fulfillment,

Ray

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(Adapted from the Introduction of my new book Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process. Read free chapters and learn more at www.EnergizeYourBusiness.biz  )

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How to Assess the Success of Your Organization in 10 Minutes

Before you begin your 2016 strategic planning process, take this quick and easy assessment. The Circle of Success is a simple assessment tool that will enable you and your employees to see at a glance the “flat spots” in your organization as well as the areas in which you are maximizing your potential. I consider it an organizational medicine wheel.

Circle of Success

Circle of Success Assessment Tool

I have been using this simple, yet revealing strategic planning tool for many years when I work with the organizations I serve. It provides leaders, like you, with a quick visual assessment of many of the ingredients that generate success and profitability in organizations. It’s also a remarkable, engaging teambuilding exercise. Here’s how it works:

  1. You’ll notice that there are four quadrants in this wheel: (1) Planning; (2) Staffing; (3) Teambuilding; (4) Processes. Each quadrant has 4-sectors, or focus areas, (in which to invest energy and resources)—a total of 16 focus areas to assess.
  2. Superimposed on the Circle of Success is a horizontal scale identified by 10 concentric circles with zero (“0”) in the center and “10” on the outer circumference.
  3. Here’s how it works: First, decide what you want to assess—the organization as a whole or any individual department you choose. Invite your leaders to do the same to see how your collective points-of-view align or differ.
  4. Now it’s time to score how you think/feel your organization is doing. The scoring works like this: Zero (“0”) is the lowest score and indicates that your organization or department is performing poorly in that particular area. Ten (“10”) means your organization or department is functioning in an exemplary manner in that particular area and couldn’t do better if you tried.
  5. Score each sector separately by asking yourself, “At this point in time, how well has our organization (or department) defined, communicated and performed in this particular area?” (As a first step, you can score each sector on the matrix shown on the following page if you desire.) For each sector, put an “X” on the scale in the center of the wedge you are scoring.
  6. When you have scored all 16 sectors, connect the dots. (See the example below)

Circle of Success Example 2014-06-26

Example of completed Circle of Success Assessment

  1. Now look at the “wheel” of connected dots you have just created. Would the “wheel” roll? Do you happen to see any interesting shapes? (Similar to looking for shapes in cloud formations, some of my perceptive clients have enjoyed identifying shapes resembling birds, bells, and other outrageous images. Have fun with it!)
  2. Compare your wheel with others who have joined you in doing this exercise. Discuss the similarities and differences.
  3. Now identify low, “flat spots” on the wheel that need attention. These are notable areas in which to set goals and invest resources, maximizing your potential by bringing those areas back into alignment and balance.
  4. Use this tool at least quarterly to see how well your organization (or department) is progressing. There will always be new sectors of your organization that need attention because organizations are living, breathing organisms constantly ebbing, flowing, and morphing.

It’s your turn now. Give it a try. I think you’ll like its simplicity and effectiveness. (Download your free Circle of Success Assessment Guide.)

Much success and fulfillment,

Ray

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(Adapted from Chapter 1 of my new book Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process. Read free chapters and learn more at www.EnergizeYourBusiness.biz  )

To download a free Circle of Success Assessment Guide go to www.EnergizeYourBusiness.biz .

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Goal-Setting the SMART WAY in 2016

Football Goal“Goals provide the energy source that powers our lives. One of the best ways we can get the most from the energy we have is to focus it. That is what goals can do for us; concentrate our energy.”

~Dennis Waitley, author of Seeds of Greatness

“Goals provide the energy source that powers our lives.”

As I am sitting here reflecting on successes during this past year and projecting possibilities for 2016, I am reminded how goals give us greater clarity and direction for living more joyful, fulfilling, and meaningful lives.

Here’s a little guidance about setting goals the really S.M.A.R.T. W.A. Y. Make them…

  • Specific (not too vague),
  • Measureable (so you know the progress you’re making),
  • Attainable (but a definite stretch),
  • Relevant (in alignment with your purpose, values, mission and vision), and…
  • Time-bound (scheduled milestones). It is also important that you have them be…
  • Written (this makes them more solid), and build in…
  • Accountability (hence the need for individual development plans for your employees) and, finally, have a strong…
  • Yearning to achieve them (never underestimate the power of enthusiasm).

Lofty goals can be both inspiring and daunting at the same time. With that in mind, you’ve probably heard the question, “How do you eat an elephant?” And you probably remember the answer: “One bite at a time!” This is exactly how you can help reduce the overwhelmed feeling people may experience as they begin to tackle “big, hairy, audacious goals” (BHAG’s), an acronym created by Jim Collins and Jerry Porras in their book, Built to Last.

17-CH08-Fig07-P105-MM G-O-S-TTo reduce overwhelm and procrastination, large goals need to be broken down into smaller, “bite-sized” milestones in order to get a better understanding of what it will take to achieve them. These milestones are sometimes referred to as objectives, strategies and tactics. A goal can be segmented into objectives, objectives segmented into strategies, and strategies segmented into tactics—in a cascading effect, ranging from larger to smaller segments. This is similar to a stream cascading down a mountain. With each subsequent segment, the goal becomes more refined, more clear, and more specific.

Think of goals more as a process than as a destination. People grow and become stronger as they stretch toward goals. The bigger and more hairy (difficult or complex) the goal, the greater is the potential for growth and transformation, so long as it doesn’t cause people to feel too overwhelmed.

“Think of goals more as a process than as a destination.”

Enjoy this dynamic, effective goal-setting process for jumping to lightspeed in 2016… and feel the force!

Much success and fulfillment,

Ray

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(Adapted from Chapter 8 of my new book Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process. Read free chapters and learn more at www.EnergizeYourBusiness.biz  )

 

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Trust the Force—Work-force, that Is

NASA Hubble-Barred Spiral GalaxyUse your next strategic plan as a vehicle to build trust with your workforce.

Instead of feeling the burden of thinking you have to do it alone, ignite the enthusiasm and passion (the Force) in your employees by involving them in making the new strategic plan come alive.

The more you involve people in its implementation, the greater will be their enthusiastic buy-in and support for the plan–and trust in the direction of the organization.

5 ways to build trust by engaging employees in the strategic planning process 

  1. Involve ALL employees in the process, from the CEO to the frontline –Give everyone the opportunity to share ideas, knowing that all ideas will be considered. This is a skillful way to tap into the vast knowledge and experience that is frequently underutilized in organizations. Allow this collaborative process to be like an artist molding a clay sculpture of the desired future state of your organization. Involving them demonstrates your trust in their ideas.
  2. Encourage your managers to create individual development plans for everyone in the organization – Assign every employee at least one goal to work actively toward achieving. Let everyone have a piece of the puzzle so they can feel a sense of pride and ownership in the success of the organization’s new direction. Allow them to feel a sense of meaning and belonging to something bigger than themselves. Assigning them to a goal demonstrates your trust in their abilities.
  3. Create Declarations of Understanding (DOUs) –List the behaviors that will constitute a sense of support and co-operation among employees—the ways in which they can count on each other. Clarify in writing your desires and expectations regarding your direct reports, and let them reciprocate by sharing their desires and expectations of you. Then, encourage your direct reports to do the same with their direct reports, thus creating a cascading effect throughout the organization. The DOUs help to clarify decision-making authority, solidify boundaries, and minimize unpleasant or awkward “surprises” at employee performance review time. This open dialogue builds mutual understanding and trust.
  4. Keep the plan alive by establishing a team of “Eagles” –A proficient way to keep people engaged is to establish an Eagle Team (or Steering Committee) whose sole purpose is to keep the high watch and continually infuse energy into implementing the plan. This team keeps track of progress and adjusts the plan when new, unforeseen developments arise, recommending mid-course corrections to executive leadership. When building your Eagle Team, assign high-performing employees (“Eagles”) from different levels and functional areas of your organization—and be sure to inform each team member that this special assignment is an honor and privilege. Remember to listen to what those on your team suggest, and act on as many ideas as possible. Failure to follow through could jeopardize the entire collaborative process and undermine trust. Implementing their recommendations demonstrates your trust in their judgment.
  5. Provide transparent, consistent, and frequent communication – Create a systematic communication plan for sharing progress toward the organization’s vision, strategies, and goals. Report milestones achieved and express appreciation for the efforts of all your team members. Be candid in your communications and seek input for improvements from employees at every level within the company, and listen intently to the feedback you receive. After all the energy you will have invested, the last thing you want them to say is, “Why did I bother? They didn’t do anything with my ideas anyway!” The absence of communication will lead you to the “Dark Side” (rumors). The rumor mill is quite efficient but is seldom accurate and constructive. Candid, timely communication builds a culture of trust.

In what other ways do you “trust the Force” (workforce)?

Much success and fulfillment,

Ray

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(Adapted from Chapter 10 of Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process by Ray Madaghiele.

$2.99 SPECIAL HOLIDAY OFFER!!! Today, you can purchase the new Energize Your Business eBook on Amazon for just $2.99. You’ve purchased gifts for everyone else. Now it’s your turn to treat yourself. Just click here to order on Friday www.EnergizeYourBusiness.biz . You will also see a special 15% off Holiday coupon code for the print book.

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Do Some Business Soul Searching before the New Year

The SPOC Analysis

Here is a great employee engagement exercise for every leader to build into their end of year routine before beginning strategic planning for the new year.

Before beginning any journey, you first need to know where you are. To better understand where you are in business its helpful to know what got you here. Warren Buffett, CEO, Berkshire Hathaway, and philanthropist, says…

“In the business world, the rearview mirror is always clearer than the windshield.”

Remember the last time you were planning a trip and consulted a map? First, you identified your current position. Next, you located your destination. And then you figured out the best route between the two points.

In a similar manner, applying the elements presented in this article will enable you first to understand your current position as an organization so you can chart the best course to achieve your company’s values, mission and vision.

It’s time to do some soul-searching. The deeper you choose to go into your analysis, the easier your next steps will be. Some facilitators call this next part of the process a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats). But I like to call upon a “higher source” by renaming this soul-searching aspect the SPOC analysis (Strengths, Possible Improvements, Opportunities, and Challenges). It may seem trivial, but I’ve always loved the logical- and positive-minded Mr. Spock, from “Star Trek,” so I suppose this is a tribute to him. Rest in peace, legendary actor Leonard Nimoy. Thanks for the memorable v-shaped hand signal and the benevolent affirmation…

 “Live long and prosper.”

So, what is the SPOC analysis; and why should you do it? In the process of building your business, the SPOC analysis offers a great, revealing way to assess where you are right now and then to scan the business environment in order to anticipate the possibilities that might present themselves on your journey toward achieving your values, mission and vision. It also identifies key areas that you may want to focus attention upon in the form of goals, objectives, or strategies. We’ll discuss more about that later.

Are you ready? Here’s how the SPOC Analysis process works:

  1. Answer the question “What are your organization’s Strengths?” These are the areas in which your organization does well, in which you excel. Capitalize on these strengths, and your organization will prosper, your teams will maximize their potential, and your employees will be productive and fulfilled.
  2. Answer the question “What Possible Improvements would help your organization to be more successful?” These are areas in which you may presently be experiencing some deficiencies. When guiding leaders through this segment of the SPOC analysis, I prefer to coach them to be proactive in identifying what needs to be improved in order to achieve their core purpose, core values, mission, and vision more quickly and effectively. These deficiencies act as speed bumps, slowing your progress.
  3. Answer the question “What potential Opportunities could be seized to move your organization toward accomplishing its mission and vision?” These ideas are most likely untapped activities and projects, or knowledge and skill-building events. Taking advantage of these opportunities will accelerate your progress toward success.
  4. Answer the question “What Challenges may need to be overcome?” Consider them as obstacles or roadblocks standing in the way of achieving success. These challenges could even be showstoppers for you and your company. Like water flowing along a rocky stream, you will need to find creative solutions in order to make your way over, around or through these obstacles in order to realize your mission and vision.
  5. If they didn’t surface when you were brainstorming the “Opportunities” and “Challenges,” what trends are emerging in your industry?

Answers to these five questions will help you to identify goals, objectives and strategies on which to focus your organization’s energy and attention.

So, why not do some soul searching before planning the new year…

  1. What are your Strengths as an organization?
  2. What are Possible Improvements in order for your organization to succeed?
  3. What Opportunities could you pursue to accelerate your progress?
  4. What are potential Challenges that may stand in your way toward achieving success?
  5. What trends are emerging in your industry?

Much success and fulfillment and Happy Holidays,

Ray

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(Adapted from Chapter 6 of Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process by Ray Madaghiele.)

$0.99 SPECIAL HOLIDAY OFFER!!! This Friday, December 18, you can purchase the new Energize Your Business eBook on Amazon for just $0.99. You’ve purchased gifts for everyone else. Now it’s your turn to treat yourself. Just click here to order on Friday www.EnergizeYourBusiness.biz . You will also see a special 15% off Holiday coupon code for the print book.

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6 Myths about Strategic Planning—Busted

Strategic Planning MythsDo you want energize your business or are you thinking of starting a business for the new year? Strategic planning is a great place to begin no matter what myths you’ve heard.

During my twenty-five years of facilitating strategic planning processes for a wide variety of organizations and communities, I have heard many myths about strategic planning. You may even believe some of them yourself. Let’s bust some of the myths. Here goes…

Myth #1: Small business owners don’t need a strategic plan unless they intend to get money from investors or banks.

  • Myth Buster #1: Even if you are starting a business with your own funds, a strategic plan will help create a clear set of blueprints in order to manifest your inspired business concept.

Myth #2: Strategic planning is boring drudgery to be tolerated, much like swallowing awful-tasting medicine that’s good for you in the long run.

  • Myth Buster #2: Strategic planning is, in fact, a fun way to make a unique brand come alive. Every strategy and action is an opportunity to make the planning and implementation fun.

Myth #3:  The strategic planning process is a hard, complex, heady process that only someone with an MBA could possibly appreciate and understand.

  • Myth Buster #3: Strategic planning can tap into the unique wisdom and understanding of your company’s employees. Avoid using complicated terms and models. Instead, keep it simple and understandable by all.

Myth #4: Strategic planning is an esoteric process, reserved for leaders in Fortune 500 companies and created on corporate “mountain-tops.” Then, management delivers the completed tablets to its loyal subjects in the form of new laws to follow.

  • Myth Buster #4: You can use strategic planning as a way to strengthen collaboration and cooperation, using the process to reenergize and engage employees and create alignment around a loftier mission and a concrete action plan.

Myth #5: Employees have more important things to do than to waste time planning. Besides, frontline employees don’t care about planning and have very little to contribute to the process anyway.

  • Myth Buster #5: Everyone wants to be part of something great, and each person wants to be heard. Your company will experience powerful results by giving every employee a voice. The collective vision will prove to be very lucrative for all stakeholders. Employees do, indeed, care—and have a lot to offer.

Myth #6: Strategic plans are just nice pronouncements that collect dust on a bookshelf, to be opened again only at next year’s company retreat.

  • Myth Buster #6: Even if the type of planning process you are accustomed to has been a yearly exercise in futility that can be changed now to make the process more meaningful. Consider creating dynamic strategic roadmaps every few months, which will help re-focus resources on what matters most and keep the company’s enduring cultural values alive.

In summary, from my experience, these myths are far from the truth. In truth, a strategic planning process done well . . .

  • is an engaging, inspiring and fun opportunity to create collaboration and cooperation among all employees
  • creates alignment from the top of the organization to the frontline—getting everyone moving in the same direction toward the same vision and goals
  • attracts the right and perfect employees and customers, people who resonate with the organization’s culture and aspirations
  • energizes and lifts the organization and everyone in it to the next level of success and fulfillment!

Enjoy creating your own inspiring and engaging strategic planning process to energize you and your business for the new year!

Much success and fulfillment,

Ray

(Adapted from the Preface and Chapter 14 of Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process by Ray Madaghiele. Learn more and receive freebies and Holiday special promotions at www.EnergizeYourBusiness.biz .)

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Thanksgiving VIP Special

Energize Your Business cover

Receive your special 30% VIP discount code (good through 11/30/15) to purchase Energize Your Business…

Hope you and your family had an amazing Thanksgiving and are recovering from Black Friday, especially if you braved the early morning frenzy.

If you’re still shopping for gifts for your entrepreneur friends and family members, here’s a thoughtful solution that I think you’ll like…and you don’t even have to leave the comfort of your home.

To receive you 30% discount: simply go to www.EnergizeYourBusiness.biz , click “Order Print Book”, add to cart, then enter the Discount Code QNDM8CN5, click “Apply Discount”, check out, and they’ll be delivered to you!

Have a great weekend and happy shopping!

Ray

Read the first few chapters for free at www.EnergizeYourBusiness.biz

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