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A Manager’s Guide to Successful Strategy Implementation
- 25 Feb 2020
To address new challenges and business concerns, organizations must constantly monitor, evaluate, and adjust their strategic initiatives. When a new strategy needs to be implemented, it’s typically up to managers to ensure it rolls out successfully.
Whether you’re an aspiring, new, or seasoned manager, understanding the strategy implementation process and how it relates to organizational change is critical to ensuring you can be effective over the course of your career.
Here’s an overview of strategy implementation, as well as a step-by-step guide you can use to more effectively bring about change within your business.
Access your free e-book today.
What Is Strategy Implementation?
If you're relatively new to management, you might be wondering what the term “strategy implementation” means.
Strategy implementation is the process of turning plans into action to reach a desired outcome. Essentially, it’s the art of getting stuff done. The success of every organization rests on its capacity to implement decisions and execute key processes efficiently, effectively, and consistently. But how do you ensure that implementing a strategy will be successful?
In the online course Management Essentials , Harvard Business School Professor David Garvin says successfully implementing and executing strategy involves “delivering what’s planned or promised on time, on budget, at quality, and with minimum variability—even in the face of unexpected events and contingencies."
While developing a strategy is one of the first steps to implementing organizational change, the implementation itself is vital to a company’s success. Without an efficient implementation process, even the best-laid plans may not come to fruition.
If you're a manager who wants to implement strategic change within your organization, follow these seven steps to introduce and roll out a new strategy successfully.
7 Key Steps in the Implementation Process
1. set clear goals and define key variables.
The first step of the process is straightforward: You must identify the goals that the new strategy should achieve. Without a clear picture of what you’re trying to attain, it can be difficult to establish a plan for getting there.
One common mistake when goal setting—whether related to personal growth, professional development, or business—is setting objectives that are impossible to reach. Remember: Goals should be attainable. Setting goals that aren’t realistic can lead you and your team to feel overwhelmed, uninspired, deflated, and potentially burnt out.
To avoid inadvertently causing low morale, review the outcomes and performances—both the successes and failures—of previous change initiatives to determine what’s realistic given your timeframe and resources. Use this past experience to define what success looks like.
Another important aspect of goal setting is to account for variables that may hinder your team’s ability to reach them and to lay out contingency plans. The better prepared you are, the more successful the implementation will likely be.
2. Determine Roles, Responsibilities, and Relationships
Once you’ve determined the goals you’re working toward and the variables that might get in your way, you should build a roadmap for achieving those goals, set expectations among your team, and clearly communicate your implementation plan, so there’s no confusion.
In this phase, it can be helpful to document all of the resources available, including the employees, teams, and departments that will be involved. Outline a clear picture of what each resource is responsible for achieving, and establish a communication process that everyone should adhere to.
Implementing strategic plans requires strong relationships and, as a manager, you’ll be in charge of telling people not only how to interact with each other and how often, but also who the decision-makers are, who’s accountable for what, and what to do when an unforeseen issue arises.
3. Delegate the Work
Once you know what needs to be done to ensure success, determine who needs to do what and when. Refer to your original timeline and goal list, and delegate tasks to the appropriate team members.
You should explain the big picture to your team so they understand the company's vision and make sure everyone knows their specific responsibilities. Also, set deadlines to avoid overwhelming individuals. Remember that your job as a manager is to achieve goals and keep your team on-task, so try to avoid the urge to micromanage .
4. Execute the Plan, Monitor Progress and Performance, and Provide Continued Support
Next, you’ll need to put the plan into action. One of the most difficult skills to learn as a manager is how to guide and support employees effectively. While your focus will likely be on delegation much of the time, it’s important to make yourself available to answer questions your employees might have, or address challenges and roadblocks they may be experiencing.
Check in with your team regularly about their progress and listen to their feedback.
One effective strategy for monitoring progress is to use daily, weekly, and monthly status reports and check-ins to provide updates, re-establish due dates and milestones, and ensure all teams are aligned.
Related: How to Give Feedback Effectively
5. Take Corrective Action (Adjust or Revise, as Necessary)
Implementation is an iterative process, so the work doesn’t stop as soon as you think you’ve reached your goal. Processes can change mid-course, and unforeseen issues or challenges can arise. Sometimes, your original goals will need to shift as the nature of the project itself changes.
It’s more important to be attentive, flexible, and willing to change or readjust plans as you oversee implementation than it is to blindly adhere to your original goals.
Periodically ask yourself and your team: Do we need to adjust? If so, how? Do we need to start over? The answers to these questions can prove invaluable.
6. Get Closure on the Project, and Agreement on the Output
Everyone on the team should agree on what the final product should look like based on the goals set at the beginning. When you’ve successfully implemented your strategy, check in with each team member and department to make sure they have everything they need to finish the job and feel like their work is complete.
You’ll need to report to your management team, so gather information, details, and results from your employees, so that you can paint an accurate picture to leadership.
7. Conduct a Retrospective or Review of How the Process Went
Once your strategy has been fully implemented, look back on the process and evaluate how things went. Ask yourself questions like:
- Did we achieve our goals?
- If not, why? What steps are required to get us to those goals?
- What roadblocks or challenges emerged over the course of the project that could have been anticipated? How can we avoid these challenges in the future?
- In general, what lessons can we learn from the process?
While failure is never the goal, an unsuccessful or flawed strategy implementation can prove a valuable learning experience for an organization, so long as time is taken to understand what went wrong and why.
Learning How to Oversee Strategy Implementation
Successful strategy implementation can be challenging, and it requires strong leadership and management skills. Effective delegation, patience, emotional intelligence, thorough organizational abilities, and communication skills are crucial.
If you’re looking to build your skills and become a better manager , consider taking a leadership or management course that aligns with your personal and professional goals. Management training courses are often flexible in design but offer critical, hands-on learning opportunities provided by leading industry experts that can be applied to any profession.
Do you want to improve your management skills? Explore our eight-week online course Management Essentials , and learn how you can spearhead initiatives that enable your organization to improve and innovate.
About the Author
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The strategic planning process in 4 steps, to assist you throughout your planning process, we have created a how-to guide on the basics of strategic planning which will take you through the planning process step-by-step..
Free Strategic Planning Guide
What is Strategic Planning?
Strategic Planning is a process where organizations define a bold vision and create a plan with objectives and goals to reach that future. A great strategic plan defines where your organization is going, how you’ll win, who must do what, and how you’ll review and adapt your strategy.
Overview of the complete strategic planning process:
Getting started: strategic planning introduction.
The strategic management process is about getting from Point A to Point B more effectively, efficiently, and enjoying the journey and learning from it. Part of that journey is the strategy and part of it is execution. Having a good strategy dictates “how” you travel the road you have selected and effective execution makes sure you are checking in along the way. On average, this process can take between three and four months. However no one organization is alike and you may decide to fast track your process or slow it down. Move at a pace that works best for you and your team and leverage this as a resource. For more of a deep dive look into each part of the planning phase, you will see a link to the detailed How-To Guide at the top of each phase.
1-2 weeks (1 hr meeting with Owner/CEO, Strategy Director and Facilitator (if necessary) to discuss information collected and direction for continued planning.)
Questions to Ask:
- Who is on your Planning Team?
- Who will be the business process owner (Strategy Director) of planning in your organization?
- Fast forward 12 months from now, what do you want to see differently in your organization as a result of embarking on this initiative?
- Planning team members are informed of their roles and responsibilities.
- Planning schedule is established.
- Existing planning information and secondary data collected.
Step 1: Determine Organizational Readiness
Set up your planning process for success – questions to ask:.
- Are the conditions and criteria for successful planning in place at the current time? Can certain pitfalls be avoided?
- Is this the appropriate time for your organization to initiate a planning process? Yes or no? If no, where do you go from here?
Step 2: Develop Your Team & Schedule
Who is going to be on your planning team? You need to choose someone to oversee the implementation (Chief Strategy Officer or Strategy Director) and then you need some of the key individuals and decision makers for this team. It should be a small group of approximately 12-15 persons.
OnStrategy is the leader in strategic planning and performance management. Our cloud-based software and hands-on services closes the gap between strategy and execution. Learn more about OnStrategy here .
Step 3: Collect Current Data
Collect the following information on your organization:
- The last strategic plan, even if it is not current
- Mission statement, vision statement, values statement
- Business plan
- Financial records for the last few years
- Marketing plan
- Other information, such as last year’s SWOT, sales figures and projections
Step 4:Review collected data:
Review the data collected in the last action with your strategy director and facilitator.
- What trends do you see?
- Are there areas of obvious weakness or strengths?
- Have you been following a plan or have you just been going along with the market?
Strategic Planning Phase 1: Determine Your Strategic Position
Want More? Deep Dive Into the “ Evaluate Your Strategic Position ” How-To Guide.
Step 1: identify strategic issues.
Strategic issues are critical unknowns that are driving you to embark on a strategic planning process now. These issues can be problems, opportunities, market shifts or anything else that is keeping you awake at night and begging for a solution or decision.
- How will we grow, stabilize, or retrench in order to sustain our organization into the future?
- How will we diversify our revenue to reduce our dependence on a major customer?
- What must we do to improve our cost structure and stay competitive?
- How and where must we innovate our products and services?
Step 2: Conduct an Environmental Scan
Conducting an environmental scan will help you understand your operating environment. An environmental scan is also referred to as a PEST analysis, which is an acronym for Political, Economic, Social and Technological trends. Sometimes it is helpful to also include Ecological and Legal trends as well. All of these trends play a part in determining the overall business environment.
Step 3: Conduct a Competitive Analysis
The reason to do a competitive analysis is to assess the opportunities and threats that may occur from those organizations competing for the same business you are. You need to have an understanding of what your competitors are or aren’t offering your potential customers. Here are a few other key ways a competitive analysis fits into strategic planning:
- To help you assess whether your competitive advantage is really an advantage.
- To understand what your competitors’ current and future strategies are so you can plan accordingly.
- To provide information that will help you evaluate your strategic decisions against what your competitors may or may not be doing.
Step 4: Identify Opportunities and Threats
Opportunities are situations that exist but must be acted on if the business is to benefit from them.
What do you want to capitalize on?
- What new needs of customers could you meet?
- What are the economic trends that benefit you?
- What are the emerging political and social opportunities?
- What niches have your competitors missed?
Threats refer to external conditions or barriers that may prevent a company from reaching its objectives.
What do you need to mitigate?
Questions to answer:.
- What are the negative economic trends?
- What are the negative political and social trends?
- Where are competitors about to bite you?
- Where are you vulnerable?
Step 5: Identify Strengths and Weaknesses
Strengths refer to what your company does well.
What do you want to build on?
- What do you do well (in sales, marketing, operations, management)?
- What are your core competencies?
- What differentiates you from your competitors?
- Why do your customers buy from you?
Weaknesses refer to any limitations a company faces in developing or implementing a strategy.
What do you need to shore up?
- Where do you lack resources?
- What can you do better?
- Where are you losing money?
- In what areas do your competitors have an edge?
Step 6: Customer Segments
Customer segmentation defines the different groups of people or organizations a company aims to reach or serve.
Who are we providing value to?
- What needs or wants define your ideal customer?
- What characteristics describe your typical customer?
- Can you sort your customers into different profiles using their needs, wants and characteristics?
- Can you reach this segment through clear communication channels?
Step 7: Develop Your SWOT
A SWOT analysis is a quick way of examining your organization by looking at the internal strengths and weaknesses in relation to the external opportunities and threats. By creating a SWOT analysis, you can see all the important factors affecting your organization together in one place. It’s easy to read, easy to communicate, and easy to create. Take the Strengths, Weaknesses, Opportunities and Threats you developed earlier, review, prioritize and combine like terms. The SWOT analysis helps you ask, and answer, the following questions: “How do you….”
- Build on your strengths
- Shore up your weaknesses
- Capitalize on your opportunities
- Manage your threats
Strategic Planning Process Phase 2: Developing Strategy
Want More? Deep Dive Into the “Developing Your Strategy” How-To Guide.
Step 1: Develop Your Mission Statement
The mission statement describes an organization’s purpose or reason for existing.
What is our purpose? Why do we exist? What do we do?
- What does your organization intend to accomplish?
- Why do you work here? Why is it special to work here?
- What would happen if we were not here?
Outcome: A short, concise, concrete statement that clearly defines the scope of the organization.
Step 2: discover your values.
Your values statement clarifies what your organization stands for, believes in and the behaviors you expect to see as a result.
How will we behave?
- What are the key non-negotiables that are critical to the success of the company?
- What are the guiding principles that are core to how we operate in this organization?
- What behaviors do you expect to see?
- If the circumstances changed and penalized us for holding this core value, would we still keep it?
Outcome: Short list of 5-7 core values.
Step 3: casting your vision statement.
A Vision Statement defines your desired future state and provides direction for where we are going as an organization.
Where are we going?
- What will our organization look like 5–10 years from now?
- What does success look like?
- What are we aspiring to achieve?
- What mountain are you climbing and why?
Outcome: A picture of the future.
Step 4: identify your competitive advantages.
A Competitive Advantage is a characteristic(s) of an organization that allows it to meet their customer’s need(s) better than their competition can.
What are we best at?
- What are your unique strengths?
- What are you best at in your market?
- Do your customers still value what is being delivered? Ask them.
- How do your value propositions stack up in the marketplace?
Outcome: A list of 2 or 3 items that honestly express the organization’s foundation for winning.
Step 5: crafting your organization-wide strategies.
Your strategies are the general methods you intend to use to reach your vision. No matter what the level, a strategy answers the question “how.”
How will we succeed?
- Broad: market scope; a relatively wide market emphasis.
- Narrow: limited to only one or few segments in the market
- Does your competitive position focus on lowest total cost or product/service differentiation or both?
Outcome: Establish the general, umbrella methods you intend to use to reach your vision.
Phase 3: Strategic Plan Development
Want More? Deep Dive Into the “Build Your Plan” How-To Guide.
Strategic Planning Process Step 1: Use Your SWOT to Set Priorities
If your team wants to take the next step in the SWOT analysis, apply the TOWS Strategic Alternatives Matrix to help you think about the options that you could pursue. To do this, match external opportunities and threats with your internal strengths and weaknesses, as illustrated in the matrix below:
TOWS Strategic Alternatives Matrix
Evaluate the options you’ve generated, and identify the ones that give the greatest benefit, and that best achieve the mission and vision of your organization. Add these to the other strategic options that you’re considering.
Step 2: Define Long-Term Strategic Objectives
Long-Term Strategic Objectives are long-term, broad, continuous statements that holistically address all areas of your organization. What must we focus on to achieve our vision? What are the “big rocks”?
Questions to ask:
- What are our shareholders or stakeholders expectations for our financial performance or social outcomes?
- To reach our outcomes, what value must we provide to our customers? What is our value proposition?
- To provide value, what process must we excel at to deliver our products and services?
- To drive our processes, what skills, capabilities and organizational structure must we have?
Outcome: Framework for your plan – no more than 6
Step 3: Setting Organization-Wide Goals and Measures
Once you have formulated your strategic objectives, you should translate them into goals and measures that can be clearly communicated to your planning team (team leaders and/or team members). You want to set goals that convert the strategic objectives into specific performance targets. Effective goals clearly state what, when, how, and who, and they are specifically measurable. They should address what you need to do in the short-term (think 1-3 years) to achieve your strategic objectives. Organization-wide goals are annual statements that are specific, measurable, attainable, responsible and time bound. These are outcome statements expressing a result expected in the organization.
What is most important right now to reach our long-term objectives?
Outcome: clear outcomes for the current year..
Step 4: Select KPIs
Key Performance Indicators (KPI) are the key measures that will have the most impact in moving your organization forward. We recommend you guide your organization with measures that matter.
How will we measure our success?
Outcome: 5-7 measures that help you keep the pulse on your performance. When selecting your Key Performance Indicators, begin by asking “What are the key performance measures we need to track in order to monitor if we are achieving our goals?” These KPIs include the key goals that you want to measure that will have the most impact in moving your organization forward.
Step 5: Cascade Your Strategies to Operations
Cascading action items and to-dos for each short-term goal is where the rubber meets the road – literally. Moving from big ideas to action happens when strategy is translated from the organizational level to the individual. Here we widen the circle of the people who are involved in the planning as functional area managers and individual contributors develop their short-term goals and actions to support the organizational direction. But before you take that action, determine if you are going to develop a set of plans that cascade directly from the strategic plan, or instead if you have existing operational, business or account plans that should be synced up with organizational goals. A pitfall is to develop multiple sets of goals and actions for directors and staff to manage. Fundamentally, at this point you have moved from planning the strategy to planning the operations; from strategic planning to annual planning. That said, the only way strategy gets executed is to align resources and actions from the bottom to the top to drive your vision.
Questions to Ask
- How are we going to get there at a functional level?
- Who must do what by when to accomplish and drive the organizational goals?
- What strategic questions still remain and need to be solved?
Department/functional goals, actions, measures and targets for the next 12-24 months
Step 6: Cascading Goals to Departments and Team Members
Now in your Departments / Teams, you need to create goals to support the organization-wide goals. These goals should still be SMART and are generally (short-term) something to be done in the next 12-18 months. Finally, you should develop an action plan for each goal. Keep the acronym SMART in mind again when setting action items, and make sure they include start and end dates and have someone assigned their responsibility. Since these action items support your previously established goals, it may be helpful to consider action items your immediate plans on the way to achieving your (short-term) goals. In other words, identify all the actions that need to occur in the next 90 days and continue this same process every 90 days until the goal is achieved.
Examples of Cascading Goals:
Phase 4: Executing Strategy and Managing Performance
Want More? Deep Dive Into the “Managing Performance” How-To Guide.
Step 1: Strategic Plan Implementation Schedule
Implementation is the process that turns strategies and plans into actions in order to accomplish strategic objectives and goals.
How will we use the plan as a management tool?
- Communication Schedule: How and when will you roll-out your plan to your staff? How frequently will you send out updates?
- Process Leader: Who is your strategy director?
- Structure: What are the dates for your strategy reviews (we recommend at least quarterly)?
- System & Reports: What are you expecting each staff member to come prepared with to those strategy review sessions?
Outcome: Syncing your plan into the “rhythm of your business.”
Once your resources are in place, you can set your implementation schedule. Use the following steps as your base implementation plan:
- Establish your performance management and reward system.
- Set up monthly and quarterly strategy meetings with established reporting procedures.
- Set up annual strategic review dates including new assessments and a large group meeting for an annual plan review.
Now you’re ready to start plan roll-out. Below are sample implementation schedules, which double for a full strategic management process timeline.
Step 2: Tracking Goals & Actions
Monthly strategy meetings don’t need to take a lot of time – 30 to 60 minutes should suffice. But it is important that key team members report on their progress toward the goals they are responsible for – including reporting on metrics in the scorecard they have been assigned. By using the measurements already established, it’s easy to make course corrections if necessary. You should also commit to reviewing your Key Performance Indicators (KPIs) during these regular meetings.
Your Bi-Annual Checklist
Never lose sight of the fact that strategic plans are guidelines, not rules. Every six months or so, you should evaluate your strategy execution and plan implementation by asking these key questions:
- Will your goals be achieved within the time frame of the plan? If not, why?
- Should the deadlines be modified? (Before you modify deadlines, figure out why you’re behind schedule.)
- Are your goals and action items still realistic?
- Should the organization’s focus be changed to put more emphasis on achieving your goals?
- Should your goals be changed? (Be careful about making these changes – know why efforts aren’t achieving the goals before changing the goals.)
- What can be gathered from an adaptation to improve future planning activities?
Why Track Your Goals?
- Ownership: Having a stake and responsibility in the plan makes you feel part of it and leads you to drive your goals forward.
- Culture: Successful plans tie tracking and updating goals into organizational culture.
- Implementation: If you don’t review and update your goaFls, they are just good intentions
- Accountability: Accountability and high visibility help drive change. This means that each measure, objective, data source and initiative must have an owner.
- Empowerment: Changing goals from In Progress to Complete just feels good!
Step 3: Review & Adapt
Guidelines for your strategy review.
Restricting the meeting to reporting on measurements can help you stay on task and keep the meeting within 30 minutes, but if you can commit to a full hour, the meeting agenda should also include some time devoted to working on one specific topic or on one of the quarter’s priorities where decisions need to be made. Once agreed upon, this topic should be developed to conclusion. Holding meetings helps focus your goals on accomplishing top priorities and accelerating growth of the organization. Although the meeting structure is relatively simple, it does require a high degree of discipline.
Strategy Review Session Questions:
- What were our three most important strategic accomplishments of the last 90 days – how have we changed our field of play in the past 90 days?
- What are the three most important ways we fell short of our strategic potential?
- In the last 90 days, what are the three most important things that we have learned about our strategy? (NOTE: We are looking for insight to decision to action observations.)
Step 4: Annual Updates The three words strategic planning off-site provoke reactions anywhere from sheer exuberance to ducking for cover. In many organizations, retreats have a bad reputation because stepping into one of the many planning pitfalls is so easy. Holding effective meetings can be tough, and if you add a lot of brainpower mixed with personal agendas, you can have a recipe for disaster. That’s why so many strategic planning meetings are unsuccessful. Executing your strategic plan is as important, or even more important, than your strategy. Critical actions move a strategic plan from a document that sits on the shelf to actions that drive organizational growth. The sad reality is that the majority of organizations who have strategic plans fail to implement. Don’t be part of the majority! In fact, research has shown that 70% of organizations that have a formal execution process out-perform their peers. (Kaplan & Norton) Guiding your work in this stage of the planning process is a schedule for the next 12 months that spells out when the quarterly strategy reviews are, who is involved, what participants need to bring to the meetings and how you will adapt the plan based on the outcomes of the reviews. You remain in this phase of the strategic management process until you embark on the next formal planning sessions where you start back at the beginning. Remember that successful execution of your plan relies on appointing a strategy director, training your team to use OnStrategy (or any other planning tool), effectively driving accountability, and gaining organizational commitment to the process.
Strategic planning frequently asked questions
Read our frequently asked questions about strategic planning to learn how to build a great strategic plan..
Business Strategic Planning is a process where your business defines a bold vision of the future and creates a plan to reach that future. It helps your business define where you’re going, how you’ll get there, how you’ll grow, and what you must do to reach your desired future.
A great strategic plan determines where your organization is going, how you’ll win, what roles each team member has in the execution, and your game plan for reviewing and adapting your strategy. Elements include a current state analysis, SWOT, mission, vision, values, competitive advantages, growth strategy, growth enablers, a 3-year roadmap, and annual plan with goals, KPIs, and OKRs.
Typically, the average strategic planning process takes about 3-4 months, but depending on your organization, it could take more or less time. Every organization is different, so you should work at a pace that works for you.
There are four overarching phases to the strategic planning process that include: determining position, developing your strategy, building your plan, and managing performance. Each phase plays a unique but distinctly crucial role in the strategic planning process.
Prior to starting your strategic plan, you must go through this pre-planning process to determine your organization’s readiness by following these steps:
Ask yourself these questions: Are the conditions and criteria for successful planning in place now? Can we foresee any pitfalls that we can avoid? Is there an appropriate time for our organization to initiate this process?
Develop your team and schedule. Who will oversee the implementation as Chief Strategy Officer or Director? Do we have at least 12-15 other key individuals on our team?
Research and Collect Current Data. Find the following resources that your organization may have used in the past to assist you with your new plan: last strategic plan, mission, vision, and values statement, business plan, financial records, marketing plan, SWOT, sales figures, or projections.
Finally, review the data with your strategy director and facilitator and ask these questions: What trends do we see? Any obvious strengths or weaknesses? Have we been following a plan or just going along with the market?
Determining your positioning entails conducting a scan of macro and micro trends in your environment and industry, identifying marketing and competitive opportunities and threats, clarifying target customers and value propositions, gathering and reviewing staff and partner feedback for strengths and weaknesses, synthesizing the data into a SWOT, and solidifying your competitive advantages.
Developing your strategy includes determining your primary business model and organizational purpose, identifying your corporate values, creating an image of what success would look like in 3-5 years, solidifying your competitive advantages, formulating organization wide-strategies that explain your base, and agreeing on strategic issues you need to address in the planning process. .
Once you get to the strategic plan development process in the planning process, you must begin developing your strategic framework and defining long-term strategic objectives, set short-term SMART organizational goals, and select the measure that will be your KPIs (key performance indicators.)
The last phase of strategic planning is implementation, execution, and ongoing refreshes. This step entails establishing an implementation schedule, rolling out your plan, executing against your key results, and reviewing process and refreshing your plan quarterly. p>
The ideal execution schedule for your strategic plan will differ from team to team or organization to organization, but generally, you should try to set 4 quarterly reviews, a mid-year executive survey, 12 monthly check-ins, and a year-end plan review and annual refresh.
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- Section 1. An Overview of Strategic Planning or "VMOSA" (Vision, Mission, Objectives, Strategies, and Action Plans)
Chapter 8 Sections
- Section 2. Proclaiming Your Dream: Developing Vision and Mission Statements
- Section 3. Creating Objectives
- Section 4. Developing Successful Strategies: Planning to Win
- Section 5. Developing an Action Plan
- Section 6. Obtaining Feedback from Constituents: What Changes are Important and Feasible?
- Section 7. Identifying Action Steps in Bringing About Community and System Change
- Main Section
VMOSA (Vision, Mission, Objectives, Strategies, and Action Plans) is a practical planning process used to help community groups define a vision and develop practical ways to enact change. VMOSA helps your organization set and achieve short term goals while keeping sight of your long term vision. Implementing this planning process into your group's efforts supports developing a clear mission, building consensus, and grounding your group's dreams. This section explores how and when to implement VMOSA into your organization's planning process.
What is VMOSA?
One way to make that journey is through strategic planning, the process by which a group defines its own "VMOSA;" that is, its V ision, M ission, O bjectives, S trategies, and A ction Plans. VMOSA is a practical planning process that can be used by any community organization or initiative. This comprehensive planning tool can help your organization by providing a blueprint for moving from dreams to actions to positive outcomes for your community.
In this section, we will give a general overview of the process, and touch briefly on each of the individual parts. In Examples, we'll show you how an initiative to prevent adolescent pregnancy used the VMOSA process effectively. Then, in Tools, we offer you a possible agenda for a planning retreat, should your organization decide to use this process. Finally, the remaining sections in this chapter will walk you through the steps needed to fully develop each portion of the process.
Why should your organization use VMOSA?
Why should your organization use this planning process? There are many good reasons, including all of the following:
- The VMOSA process grounds your dreams. It makes good ideas possible by laying out what needs to happen in order to achieve your vision.
- By creating this process in a group effort (taking care to involve both people affected by the problem and those with the abilities to change it), it allows your organization to build consensus around your focus and the necessary steps your organization should take.
- The process gives you an opportunity to develop your vision and mission together with those in the community who will be affected by what you do. That means that your work is much more likely to address the community’s real needs and desires, rather than what you think they might be. It also means community ownership of the vision and mission, putting everyone on the same page and greatly increasing the chances that any effort will be successful.
- VMOSA allows your organization to focus on your short-term goals while keeping sight of your long-term vision and mission.
When should you use VMOSA?
So, when should you use this strategic planning process? Of course, it always makes sense for your organization to have the direction and order it gives you, but there are some times it makes particularly good sense to use this process. These times include:
- When you are starting a new organization.
- When your organization is starting a new initiative or large project, or is going to begin work in a new direction.
- When your group is moving into a new phase of an ongoing effort.
- When you are trying to invigorate an older initiative that has lost its focus or momentum.
- When you’re applying for new funding or to a new funder. It’s important under these circumstances to clarify your vision and mission so that any funding you seek supports what your organization actually stands for. Otherwise, you can wind up with strings attached to the money that require you to take a direction not in keeping with your organization’s real purpose or philosophy.
Let's look briefly at each of the individual ingredients important in this process. Then, in the next few sections we'll look at each of these in a more in-depth manner, and explain how to go about developing each step of the planning process.
Vision (the dream)
Your vision communicates what your organization believes are the ideal conditions for your community – how things would look if the issue important to you were perfectly addressed. This utopian dream is generally described by one or more phrases or vision statements, which are brief proclamations that convey the community's dreams for the future. By developing a vision statement, your organization makes the beliefs and governing principles of your organization clear to the greater community (as well as to your own staff, participants, and volunteers).
There are certain characteristics that most vision statements have in common. In general, vision statements should be:
- Understood and shared by members of the community
- Broad enough to encompass a variety of local perspectives
- Inspiring and uplifting to everyone involved in your effort
- Easy to communicate - for example, they should be short enough to fit on a T-shirt
Here are a few vision statements which meet the above criteria:
- Healthy children
- Safe streets, safe neighborhoods
- Every house a home
- Education for all
- Peace on earth
Mission (the what and why)
Developing mission statements are the next step in the action planning process. An organization's mission statement describes what the group is going to do, and why it's going to do that. Mission statements are similar to vision statements, but they're more concrete, and they are definitely more "action-oriented" than vision statements. The mission might refer to a problem, such as an inadequate housing, or a goal, such as providing access to health care for everyone. And, while they don't go into a lot of detail, they start to hint - very broadly - at how your organization might go about fixing the problems it has noted. Some general guiding principles about mission statements are that they are:
- Concise . Although not as short a phrase as a vision statement, a mission statement should still get its point across in one sentence.
- Outcome-oriented . Mission statements explain the overarching outcomes your organization is working to achieve.
- Inclusive . While mission statements do make statements about your group's overarching goals, it's very important that they do so very broadly. Good mission statements are not limiting in the strategies or sectors of the community that may become involved in the project.
The following mission statements are examples that meet the above criteria.
- "To promote child health and development through a comprehensive family and community initiative."
- "To create a thriving African American community through development of jobs, education, housing, and cultural pride.
- "To develop a safe and healthy neighborhood through collaborative planning, community action, and policy advocacy."
While vision and mission statements themselves should be short, it often makes sense for an organization to include its deeply held beliefs or philosophy, which may in fact define both its work and the organization itself. One way to do this without sacrificing the directness of the vision and mission statements is to include guiding principles as an addition to the statements. These can lay out the beliefs of the organization while keeping its vision and mission statements short and to the point.
Objectives (how much of what will be accomplished by when)
Once an organization has developed its mission statement, its next step is to develop the specific objectives that are focused on achieving that mission. Objectives refer to specific measurable results for the initiative's broad goals. An organization's objectives generally lay out how much of what will be accomplished by when. For example, one of several objectives for a community initiative to promote care and caring for older adults might be: "By 2025 (by when), to increase by 20% (how much) those elders reporting that they are in daily contact with someone who cares about them (of what)."
There are three basic types of objectives . They are:
- Behavioral objectives . These objectives look at changing the behaviors of people (what they are doing and saying) and the products (or results) of their behaviors. For example, a neighborhood improvement group might develop an objective around having an increased amount of home repair taking place (the behavior) or of improved housing (the result).
- Community-level outcome objectives . These are related to behavioral outcome objectives, but are more focused more on a community level instead of an individual level. For example, the same group might suggest increasing the percentage of decent affordable housing in the community as a community-level outcome objective.
- Process objectives . These are the objectives that refer to the implementation of activities necessary to achieve other objectives. For example, the group might adopt a comprehensive plan for improving neighborhood housing.
It's important to understand that these different types of objectives aren't mutually exclusive. Most groups will develop objectives in all three categories. Examples of objectives include:
- By December 2030, to increase by 30% parent engagement (i.e., talking, playing, reading) with children under 2 years of age. ( Behavioral objective )
- By 2025, to have made a 40% increase in youth graduating from high school. ( Community -level outcome objective )
- By the year 2026, increase by 30% the percentage of families that own their home. ( Community-level outcome objective )
- By December of this year, implement the volunteer training program for all volunteers. ( Process objective )
Strategies (the how)
The next step in the process of VMOSA is developing your strategies. Strategies explain how the initiative will reach its objectives. Generally, organizations will have a wide variety of strategies that include people from all of the different parts, or sectors, of the community. These strategies range from the very broad, which encompass people and resources from many different parts of the community, to the very specific, which aim at carefully defined areas.
Examples of broad strategies include:
- A child health program might use social marketing to promote adult involvement with children
- An adolescent pregnancy initiative might decide to increase access to contraceptives in the community
- An urban revitalization project might enhance the artistic life of the community by encouraging artists to perform in the area
Five types of specific strategies can help guide most interventions . They are:
- Providing information and enhancing skills (e.g., offer skills training in conflict management)
- Enhancing services and support (e.g., start a mentoring programs for high-risk youth)
- Modify access, barriers, and opportunities (such as offering scholarships to students who would be otherwise unable to attend college)
- Change the consequences of efforts (e.g., provide incentives for community members to volunteer)
- Modify policies (e.g., change business policies to allow parents and guardians and volunteers to spend more time with young children)
Action plan (what change will happen; who will do what by when to make it happen)
Finally, an organization's action plan describes in great detail exactly how strategies will be implemented to accomplish the objectives developed earlier in this process. The plan refers to: a) specific (community and systems) changes to be sought, and b) the specific action steps necessary to bring about changes in all of the relevant sectors, or parts, of the community.
The key aspects of the intervention or (community and systems) changes to be sought are outlined in the action plan. For example, in a program whose mission is to increase youth interest in politics, one of the strategies might be to teach students about the electoral system. Some of the action steps, then, might be to develop age-appropriate materials for students, to hold mock elections for candidates in local schools, and to include some teaching time in the curriculum.
Action steps are developed for each component of the intervention or (community and systems) changes to be sought. These include:
- Action step(s): What will happen
- Person(s) responsible: Who will do what
- Date to be completed: Timing of each action step
- Resources required: Resources and support (both what is needed and what's available )
- Barriers or resistance, and a plan to overcome them!
- Collaborators: Who else should know about this action
Here are two examples of action steps, graphed out so you can easily follow the flow:
Of course, once you have finished designing the strategic plan or "VMOSA" for your organization, you are just beginning in this work. Your action plan will need to be tried and tested and revised, then tried and tested and revised again. You'll need to obtain feedback from community members, and add and subtract elements of your plan based on that feedback.
Everyone has a dream. But the most successful individuals - and community organizations - take that dream and find a way to make it happen. VMOSA helps groups do just that. This strategic planning process helps community groups define their dream, set their goals, define ways to meet those goals, and finally, develop practical ways bring about needed changes.
In this section, you've gained a general understanding of the strategic planning process. If you believe your organization might benefit from using this process, we invite you to move on to the next sections of this chapter, which explain in some depth how to design and develop your own strategic plan.
Concerns Report Handbook: Planning for Community Health
The Free Management Library presents a thorough guide to strategic and action planning, plus links to online discussion groups.
Imagining Our Dream Community provides guidance for visualizing your organization's ideal community.
Preventing Adolescent Pregnancy: An Action Planning Guide for Community-Based Initiatives
Preventing Adolescent Substance Abuse: An Action Planning Guide for Community-Based Initiatives
Preventing Child Abuse and Neglect: An Action Planning Guide for Community-Based Initiatives
Preventing Youth Violence: An Action Planning Guide for Community-Based Initiatives
Promoting Child Well-Being: An Action Planning Guide for Community-Based Initiatives
Promoting Health for All: Improving Access and Eliminating Disparities in Community Health
Promoting Healthy Living and Preventing Chronic Disease: An Action Planning Guide for Communities
Promoting Urban Neighborhood Development: An Action Planning Guide for Improving Housing, Jobs, Education, Safety and Health
Reducing Risk for Chronic Disease: An Action Planning Guide for Community-Based Initiatives
The Ruckus Society offers an Action Planning Manual that discusses strategies for nonviolent direct action.
Strategice Plan information page from Implementation Matters.
The Strategic Planning Process outlines 8 steps to developing a customized strategic plan for a coalition.
Work Group Evaluation Handbook
Your Action Planning Guide for Promoting Full Community Participation Among People with Disabilities , a resource for independent living centers and other community-based initiatives, from the KU Research & Training Center on Independent Living and the KU Center for Community Health and Development.
Youth Development: An Action Planning Guide for Community-Based Initiatives
Barry, B. (1982). Strategic planning workbook for non-profit organizations . St. Paul, MN: Amherst H. Wilder Foundation.
Bryson, J. (1988). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement . San Francisco: Jossey-Bass Publishers.
Coover, V., et al. (1985). Resource manual for a living revolution: a handbook of skills & tools for social change activists . Philadelphia: New Society Publisher.
Fawcett, S., Paine, A., Francisco, V., Richter, K.., Lewis, R., Williams, E., Harris, K., Winter-Green, K., in collaboration with Bradley, B. & Copple, J. (1992). Preventing adolescent substance abuse: an action planning guide for community -based initiatives . Lawrence, KS: Work Group on Health Promotion and Community Development, University of Kansas.
Fawcett, S., Schultz, J., Francisco, V., Cyprus, J., Collie, V., Carson, V., & Bremby, R. (2001). Promoting urban neighborhood development: An action planning guide for improving housing, jobs, education, safety and health, and human development . Lawrence, KS: Work Group on Health Promotion and Community Development.
Halfon, N., Inkelas, M., Rice, T., Sutherland, C., Tullis, E., & Uyeda, K. (2004). Building State Early Childhood Comprehensive Systems. Volume 6: A Strategic Planning Guide for State-Level Early Childhood Systems-Building Initiatives: From Resources to Results for Young Children and Their Families. Los Angeles: UCLA Center for Healthier Children, Families, and Communities.
Kansas Health Foundation. VMOSA: An approach to strategic planning . Wichita, KS: Kansas Health Foundation.
Lord, R. (1989). T he non-profit problem solver: a management guide . New York, NY: Praeger Publishers.
Murray, E., & Richardson, P. (2002). Fast Forward: Organizational Changes in 100 Days . New York, NY: Oxford University Press.
Olenick, J., & Olenick, R. (1991). A non-profit organization operating manual: planning for survival and growth . New York, NY: Foundation Center.
Stonich, P. J. (1982). Implementing strategy: making strategy happen . Cambridge: Ballinger Publishing Company.
Unterman, I., & Davis, R. (1984). Strategic management of not-for-profit organizations . New York, NY: CBS Educational and Professional Publishing.
Watson-Thompson, J., Fawcett, S.B., & Schultz, J. (2008). Differential effects of strategic planning on community change in two urban neighborhood coalitions . American Journal of Community Psychology, 42, 25-38.
Wolff, T. (1990). Managing a non-profit organization . New York, NY: Prentice Hall Press.
Wolff, T. (2010). The Power of Collaborative Solutions: Six Principles and Effective Tools for Building Healthy Communities . San Francisco: Jossey-Bass.
- Project planning |
- What is an implementation plan? 6 steps ...
What is an implementation plan? 6 steps to create one
An implementation plan—also known as a strategic plan—outlines the steps your team should take when accomplishing a shared goal or objective. This plan combines strategy, process, and action and will include all parts of the project from scope to budget and beyond. In this guide, we’ll discuss what an implementation plan is and how to create one.
Projects require planning to be successful. Would you build a house without a blueprint? Probably not, because nailing pieces of wood together without a plan could lead to disaster. The same concept is true in the corporate world. An implementation plan functions as the blueprint for any shared objective. Your plan should include everything from the project strategy, to the budget, to the list of people working on the project.
In this guide, we’ll discuss what an implementation plan is and how to create one. These steps can help you and your team prepare for projects both big and small.
What is the purpose of an implementation plan?
The purpose of an implementation plan is to ensure that your team can answer the who, what, when, how, and why of a project before moving into the execution phase. In simple terms, it's the action plan that turns your strategy into specific tasks.
A good way to know whether your implementation plan is effective is to hand it to someone outside of your team and see if they can understand the project in its entirety. Your implementation plan should leave no questions unanswered.
How to create an implementation plan in 6 steps
If you want your implementation plan to be comprehensive and beneficial to your project team, you’ll need to follow specific steps and include the right components. Use the following steps when creating your plan to reduce the risk of gaps in your strategy.
1. Define goals
The first step in the implementation process is defining your goals . Determine what you hope to accomplish when your project is complete, like whether you hope to win over a new marketing client or revamp your internal content strategy. Starting with your project objectives in mind can help flesh out your project plan.
Tips to consider:
Ask questions: When defining your goals, you and your team may want to ask questions about your project such as, “What are we trying to achieve with this project? What deliverables do we hope to produce? Who are the stakeholders we plan to share our project deliverables with?”
Brainstorm risk scenarios: Although you’ll perform a more in-depth risk assessment later on in your implementation plan, brainstorming potential risk scenarios early on gives you a more realistic idea of what you’re able to achieve.
2. Conduct research
Once you have a broad idea of the project goals you want to achieve, you can hone in on these goals by conducting research such as interviews, surveys, focus groups, or observations. Your research should come from key experts in your field. These experts may be team members or external stakeholders. Your research outcomes should include a list of what your project timeline, budget, and personnel may look like.
Collaborate using shared tools: Collaboration is easier when you have the right communication tools in place to do so. Use a team collaboration tool to share your project goals and get feedback from others, regardless of their location.
3. Map out risks
You brainstormed risk scenarios in step one of your implementation strategy, and in step three, you’ll map out all the potential risks you may face in your project. Risks can include anything from paid time off and holidays to budget constraints and loss of personnel.
A great way to map out your risks is by using a risk register. This tool will help you prioritize project risks and prepare for them accordingly. You can also conduct a SWOT analysis , which will identify any weaknesses or threats affecting your project.
Be flexible and proactive: Mapping out risks is more than just a preparation strategy. If you identify preventable risks during this stage of the implementation plan, you can take action to prevent those risks. This may mean adjusting your initial project goals.
4. Schedule milestones
Scheduling your project milestones is an important step in the planning process because these checkpoints help you track your progress during execution. Milestones serve as metrics—they are a way to measure how far you’ve come in your project and how far you have left to go.
To visualize project milestones and keep your entire team on track, use a Gantt chart . With a Gantt chart, you can visually lay out your implementation schedule and show how long you think each task will take.
Add wiggle room: Things don’t always go as planned, even if you do everything in your power to a schedule. By adding wiggle room to your schedule, you can ensure your project stays on track instead of keeping tight milestones and failing to meet them.
Clarify dependencies: Dependencies are tasks that rely on the completion of other tasks. Clarifying your dependencies makes it easier to keep the project on track and hit your milestones.
5. Assign responsibilities and tasks
Every action plan must include a list of responsibilities with team members assigned to each one. By assigning responsibilities, you can assess the performance of each team member and monitor progress more closely. Using a RACI chart can be an effective project management tool for clarifying roles and responsibilities.
Assigning responsibilities is different from assigning individual tasks. One team member may be responsible for overseeing the project review, while you may assign three other team members to handle the delivery and communication of the project to various teams for review. When you assign responsibilities and tasks, be sure to make your expectations clear.
Communication is key: When you assign roles, responsibilities, or tasks, it’s best to communicate why you’re choosing one team member over another. Instead of letting team members question why they have specific roles, you can use this step in the planning process as an opportunity to highlight team member strengths.
Track responsibilities in a shared tool: Having a shared tool, like project management software, can give team members clarity on who's doing what and by when.
6. Allocate resources
Resource allocation is one of the best ways to reduce risk. If you can plan out what resources you need for your project and ensure those resources will be available, you’ll avoid the risk of running out of resources mid-project. If you notice that you don’t have enough resources in this step of the implementation process, you can adjust your project accordingly before it kicks off.
Resources may include money, personnel, software, equipment, and other physical or technical materials. Time can also be a resource because the team members you need to complete the project may be working on other projects.
Tips to consider: Ask yourself the following questions when identifying available resources for your project:
What is the project’s priority level?
Who is available to work on this project?
What budget or tools are available?
What additional resources do we need?
Who needs to approve the resource allocation plan?
Following these steps as you create your implementation plan will increase the likelihood of hitting your project goals. Having a checklist of the items to include in your implementation plan can also lead to successful implementation.
What to include in an implementation plan
Knowing how to create your implementation plan is crucial, but you also need to know what to include in your plan. This checklist includes the six most important items you’ll want to consider if you want to move forward with a successful project.
You’ll outline your project objectives in step one of the implementation process. Set your goals and decide what metrics your team will use to measure to monitor progress. By clearly identifying your project objectives, you and your team can measure progress and performance as you move forward.
2. Scope statement
You’ll set the scope of your project in step two when conducting research. Your project scope statement should outline the boundaries you’ve set for your project and broadly define what goals, deadlines, and project outcomes you’ll be working toward. Defining your project scope in the implementation plan can help prevent scope creep when you’re farther along in the project.
3. Outline of deliverables
Deliverables are the tangible goals of your project. Outlining the deliverables you hope to create can serve as a resource when managing time frames, delegating tasks, and allocating resources.
4. Task due dates
Although the project timeline may change as your project progresses, it’s important to clarify your expected due dates during implementation planning. When you estimate task due dates, you can schedule milestones around these due dates and plan for project completion. You will commonly see Gantt charts used for strategic planning and implementation planning. This is because Gantt charts display information in a follows a linear path, similar to a timeline.
5. Risk assessment
You’ll conduct your risk assessment in step three of the implementation process. Whether you use a risk register , SWOT analysis , or contingency plan to identify risks , be sure to include these documents in your plan. That way, others involved in the project can look through your findings and potentially help you prevent these risks.
6. Team member roles and responsibilities
You assigned roles and responsibilities to team members in step five of your plan, and keeping a detailed record of what these are can hold everyone accountable. Whether you use a RACI chart or another tool to clarify team member roles, there should be a place in your plan for everyone to refer to in case questions arise.
Your implementation plan will likely be unique to the project you're working on, so it may include other components not listed above. However, you can use the six items above as your guide so you know your plan is comprehensive.
Many aspects of project implementation overlap with strategic planning. As a project manager , working on the project implementation plan while you are also working on the strategic plan can help minimize the total time spent on planning.
Another way to save time during the planning process is to house all of your plans in a work management platform. When your project team is ready to start the implementation process, everything is in one convenient place.
Benefits of having an implementation plan
There are many benefits to implementation planning, with the top benefit being an increased chance of project success. Implementing a project plan creates a roadmap for executing your project so you can prevent issues from occurring.
Other benefits to having an implementation plan include:
Improved communication between team members and key stakeholders
Better organization and management of resources
Increased accountability for everyone involved in the project
More structured project timeline and daily workflow
Easier collaboration between team members
Going straight into the execution phase without an implementation plan may feel like walking on stage to give a speech without knowing what you’re going to say. Preparation is key for top-notch performance.
Simplify implementation planning
Knowing the steps for implementation planning is the foundation of project management. A well-planned project leads to a successful project.
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Strategy Implementation Plan
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What is a Strategic Implementation Plan?
What can you get from making sip, the stages of strategic planning.
- Analysis and evaluation – evaluation of the internal and external influences of an organization
- Strategy articulation – development of organizational plans
- Plan-based action – transformation of organizational plans into action
- Appraisal and refinement – evaluation of the performance
How to Implement a Strategic Plan?
- Determine the tactics used by your competitors and the demand of your consumers.
- Secure a SWOT Analysis (Strengths, Weaknesses, Opportunities and Threats)
- Determine the steps you need to implement in fulfilling your mission.
- Set specific goals.
- Use your objectives to set for the development of your plan.
- Write an organizational structure and your planned budget.
- Evaluate if your objectives are met.
- Determine the needs of your customers.
- Assess your competitors
- Think of what else you need in order to achieve your goals.
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As nonprofit learning and development leaders, we want a seat at the table. We want to be viewed as true business partners who can help solve problems. We want to create meaningful learning solutions that fit in the flow of work and yield real results for the organization and for the staff.That's why in this podcast, we will not only explore instructional design and leadership development best practices, but we will also explore change management, belonging, and influence - helping you build the case for the solutions your organization needs so you can show up confidently in conversations with other senior leaders, subject matter experts, staff, and partners.If we haven't met yet, I'm Heather, and I’ve been in your shoes. I'm a learning and development consultant and the founder and principal consultant at Skill Masters Market. Before starting Skill Masters Market, I worked for a large national nonprofit where I led learning and development leadership initiatives. I know what it’s like to need to develop your staff quickly and effectively, and to build the relationships and cut through the organizational layers to be successful. With an eye for the larger strategy and the creative design process, I've created hundreds of learning experiences - in-person, self-paced, and virtual classroom - and have worked with dozens of leaders and their staff to help them achieve their organization’s professional development goals. So if you're ready to bust through the barriers and start creating behavior change in your nonprofit, this podcast is for you. Let's dive in. It's Learning for Good. Nonprofit Management | Leadership Training | Leadership Development | Staff Management | Change Management | Instructional Design | Diversity, Equity and Inclusion Learn more: www.skillmastersmarket.comConnect with me: www.linkedin.com/in/heather-burrightSchedule a call: https://bit.ly/3GQT6Yg
Learning for Good | Learning and Development Solutions And Leadership Training for Nonprofit Organizations Heather Burright, Learning and Development Leader, Leadership Development Consultant, Instructional Designer.
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- OCT 30, 2023
Leadership Training: Strategic Planning And How to Prepare Staff for Implementation with Carol Hamilton
One of my favorite things is when a nonprofit comes to me with a strategic plan that specifically mentions developing their people, their staff. But this isn’t always the case. Regardless of whether Learning and Development has been written into your strategic plan or not, it still has a large role to play. In today's episode, Carol Hamilton and I sit down to discuss the strategic planning process and how you prepare staff to implement it once your nonprofit strategic plan is done. ▶️ Leadership Training: Strategic Planning And How to Prepare Staff for Implementation with Carol Hamilton ▶️ Key Points: 07:12 The challenges that occur when implementing a strategic plan and how to overcome them 12:20 How training supports the implementation of a strategic plan 19:04 The importance of a custom competency model 23:41 Advice for nonprofits creating training to support strategic planning and implementation 25:48 Advice for nonprofits undergoing a strategic planning process Resources from this episode: Join the Nonprofit Learning and Development Collective: https://www.skillmastersmarket.com/nonprofit-learning-and-development-collective Was this episode helpful? If you’re listening on Apple Podcasts or Spotify, follow and leave a review! 👇👇👇 Know anyone who would benefit from this episode? SHARE this with your friends. 🔗 Connect with Carol Linkedin: Carol Hamilton Website: gracesocialsector.com Connect with Heather Linkedin: Heather Burright Website: skillmastersmarket.com Book an interest call with Heather here.
- OCT 23, 2023
Leadership Training vs. Coaching - When to Use Which Solution in Your Nonprofit Organization
Depending on your experiences with training or coaching, you might have a preference for one over the other. But should we make organizational decisions based on our preferences? I'd argue no. Which is why I wanted to bring this episode to you. It's an episode where we will compare leadership training versus coaching and explore when to use which solution in your nonprofit organization. ▶️ Leadership Training vs. Coaching - When to Use Which Solution ▶️ Key Points: 03:19 Comparing leadership training and coaching 08:34 When to use leadership training 09:36 When to use leadership coaching 11:17 Offering a combination of both leadership training and coaching Resources from this episode: Join the Nonprofit Learning and Development Collective: https://www.skillmastersmarket.com/nonprofit-learning-and-development-collective Was this episode helpful? If you’re listening on Apple Podcasts or Spotify, follow and leave a review! 👇👇👇 Know anyone who would benefit from this episode? SHARE this with your friends. 🔗 Connect with Heather Linkedin: Heather Burright Website: skillmastersmarket.com Book an interest call with Heather here.
- OCT 16, 2023
Using Your Competency Model to Develop a Comprehensive Training Program And Boost Workforce Development
You know you need a comprehensive training program based on your organization's prioritized competencies. But if you don't know how to get there, it can be overwhelming to start. This is one of the common questions I get when working with my nonprofit clients to create competency models. It's that now what question. Today, I want to explore how you can use your competency model to develop a comprehensive training program and boost workforce development. ▶️ Using Your Competency Model to Develop a Comprehensive Training Program ▶️ Key Points: 02:48 Identifying your focus 03:41 Identifying priority competencies 04:35 Determining learning needs 05:11 Closing the gap between where learners are and where they need to be 07:07 Testing your programs Resources from this episode: Join the Nonprofit Learning and Development Collective: https://www.skillmastersmarket.com/nonprofit-learning-and-development-collective Was this episode helpful? If you’re listening on Apple Podcasts or Spotify, follow and leave a review! 👇👇👇 Know anyone who would benefit from this episode? SHARE this with your friends. 🔗 Connect with Heather Linkedin: Heather Burright Website: skillmastersmarket.com Book an interest call with Heather here.
- © 2023 Learning for Good | Learning and Development Solutions And Leadership Training for Nonprofit Organizations
Great leadership insights and strategies.
This leadership development podcast is packed with fantastic insights and practical strategies that you can put into action immediately. Heather has a remarkable ability to simplify complex concepts effectively. Her latest episode on "Leadership training vs coaching" gave me a clear understanding of both terms and how to apply them in organizations. It's essential for every organization to prioritize employee training and development, and this podcast serves as an excellent starting point. Thanks, Heather, for your practical wisdom and easy-to-implement strategies! Chichi Ukomadu | Start That Business Podcast.
Really appreciate all the wisdom Heather shares. This podcast is an invaluable tool in my training toolbox. I’m definitely a step ahead and often have light bulb moments each episode- keep them coming Heather!
Always great insights!
As a facilitator who works with nonprofits (as well as for-profits), I’m always looking for good resources to expand my skills and learning. I love Learning for Good Podcast, because Heather keeps it fresh, and there’s always wisdom and value here.
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Develop And Implement Strategic Plans Assignment Help
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Strategic planning is an important subject in business management and entrepreneurship. It is the way to set organizational priorities, provide resources in different sectors, finding scientific ways to strengthen operations, and many other things with common organizational issues and targets. Strategic planning is aimed to formulate the best utilization of organizational resources and enhance human resource capability. Students are given management assignments on different topics of strategic planning which sometimes create huge problem-consuming time and energy but resulting in poor grades. This is when the expert online assignment writing help of My Assignment Services becomes very useful. We provide top-grade writers who are providing develop and implement strategic plans assignment help and extremely good in writing BSBMGT616 develop and implement strategic plans assignments and university level assignments.
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The business environment is too volatile; what is relevant today becomes obsolete or backdated tomorrow. So, strategic planning is extremely important these days which can make a brand stable in the market and keep the brand loyalty of the existing customers intact while creating a competitive advantage for the concerned business. So, in its simplest form, strategic planning is a planning process that provides a candid way that the organization needs to adapt to achieve its target through a planned day-to-day activity. This provides necessary information and instruction to the departments and responsible employees on how they should act and how they should drive their group for the best possible coordination and meeting their respective targets.
Steps In Strategic Planning
There are various frameworks or methodologies in strategic planning, following are the most vital steps:
Step 1: Analysis of the current condition of the organization is the first step in a strategic planning process. This helps to understand the current weakness, weaker areas, and reasons behind such weakness.
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Step 2: Creation of a strategic management team with the top managers, employees, and consultants. This team takes responsibility for the strategic planning process. They take into account current weaknesses and what the management is expecting.
Step 3: Strategic planning documentation is the process when the above-mentioned team develops the plan and shows the top management how to implement that plan?
Step 4: Taking feedback is another important part of the strategic planning process where the team responsible for the same takes note of the reaction of the employees. They also mark the problematic areas, if any.
Step 5: Changes required if any are done with all necessary protection and all information is provided to the top management.
Though the basic framework remains the same, the process may change depending on the business environment and experience of the management. In many situations, the entire responsibility is given to the external consultants.
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Develop and implement strategic plans
Assessment Task 1
Confirm organisational vision and mission
In this assessment, you are required to manage the review of the currency of the organisational vision and mission , make any necessary changes, and communicate the review process to stakeholders in order to gain their support.
Review the organisation'svision and values by reviewing the case study information provided, as well as meeting with a key stakeholder in the case study organisation (role-played by your assessor). After reviewing materials, revise the vision and mission statements to reflect the current status and direction of the organisation,then communicate withthe relevant stakeholders to:
– outline changes to the vision and organisational values – describe the strategic planning process and identify where input can be provided.
Procedure For the case study information provided in this assessment,you need to summarise: – the established (written) vision and mission of the organisation – current practices of the organisation and, in particular, whether they support the mission objectives of the organisation, or point to potentially new objectives for the organisation.
After you have developed this summary, you need to meet with a key stakeholder/strategic planning consultant (your assessor) to discuss the vision and mission as you have identified it.You should also check that they agree with your findings. Summarise, in dot-point form,your discussions with the key stakeholder/consultant and ensure that this includes any recommendations they made.
After this meeting, you need to draft an email to the other stakeholders in your organisation,using the headings described below.
1. Existing vision and mission: From the case study information provided, describe the existing mission and vision statements.
2. Current approaches: From the case study information provided, and your meeting with the key stakeholder/consultant, describe the current organisational understanding and enactment of the mission and vision statements.
3. Revised vision and mission: Based on steps 1 and 2 above, develop revised vision and mission statements that reflect the current organisational requirements.
4. Organisational values: Based on the case study information provided, step 2above,and your reflectionon the revised mission/vision statements (from step 3), describe the organisational values required to support the revised mission and vision statements. Once you have drafted the email, submit it to the key stakeholder/consultant(assessor) for review. When submitting the proposed email and accompanying documents, you need to ensure that: – your email is titled ‘Mission/Vision review' – your report is in order, with attachments (notes from your meeting) at the back of your report – your report is submitted as required by your organisation (your training provider). Note: You need to retain your revised vision and mission and organisational values for reference and use in Assessment Task 2.
Specifications You must provide: – a completed draft email, as outlined above in steps 1-4, using the headings provided for each step – summary notes from the meeting with your key stakeholder/strategic planning consultant. Your assessor will be looking for: – evidence that you have analysed and identified the needs of the case study, and reflected these in the revised mission and vision statements you have developed.
Adjustment for distance-based learners – No variation of the task is required. – A follow-up interview may be required (at the discretion of the assessor). – Documentation can be submitted electronically or posted in the mail. – Meeting with key stakeholder/consultant (assessor) may be conducted and observed live or via an appropriate teleconferencing tool
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