![]() What are the development activities you have in place to continue to build and nurture those relationships? ![]() Key people may include customers, select members of the board of directors, peers, direct reports, suppliers, and vendors. While priorities consist of the activities, initiatives, and projects that drive your business, it’s critical to also take a strategic look at the people who contribute to their accomplishment. As I review hundreds of plans each year in preparation for my strategy facilitation and strategic coaching roles, one area that is typically neglected in a plan is the identification of key people. establishes the focus on priorities and people. Categories of insights might include customer, team, business, and culture. By placing insights at the beginning, it acts as a behavioral trigger to move leaders to actively generate and capture them as a part of what they do. is focused on insights, which I define as learnings that lead to new value. To help executive teams with this challenge, I developed the Leader Propulsion 90-Day Plan. But, often times the missing link is that puddle-jumper view of the next 90-days. Typically, when people have a plan, it’s carved out as a 1- or 3-year plan, and these are certainly important guides. Research by the Human Capital Media Research Group found that only about 50 percent of managers use goals and objectives to drive their daily activity. One of the challenges I’ve observed is the ability to use a plan to drive daily activities. However, this abbreviated planning time frame is useful because it’s short enough to create a sense of urgency, and long enough to accomplish things. It’s uncommon for executives to continue this practice once they are in the role. It’s common for executives moving into a new organization or leadership role to create a 90-day strategic plan. However, once that bigger picture has been created through the development of purpose, mission, vision, values, and business model core competencies, capabilities, value chain, etc., the “puddle-jumper view of the business” can be a highly effective complement to help you implement that big picture. ![]() We often hear the expression “taking a 30,000 foot view of the business,” where one elevates their thinking to extreme heights to see the bigger picture. I recall the striking scene of a male lion strolling majestically through the savanna and herds of zebras splintering off like Moses parting the Red Sea. This level of elevation was just high enough to be above the action on the ground yet low enough to observe it in detail. What I remember most about that short flight twenty years ago was that for a majority of time in the air, the plane flew only a few hundred feet above the ground. My wife and I walked with duffel bags in hand and boarded the puddle jumper taking us from one camp site in Kenya, Africa to another. In the distance was a single structure no bigger than a local post office, and a solitary strip of asphalt. Brian Chesky, CEO, Airbnb said, “If you can’t fit your strategic plan on a page or two, you’re not simplifying it enough.”Īs the cloud of dust settled around our jeep, the guide announced that we had arrived at the airport.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |