Strategic Planning Part 1 - Discovery

Strategic Planning for your organization is about discovery. The Strategic Plan helps everyone in the organization to understand the Vision and develop an implementation plan.

Join me in this rewrite of a four-part series that I first published on LinkedIn in 2017.

Understanding Needs

An ancient story reads, "Suppose one of you wants to build a tower. Will he not first sit down and estimate the cost to see if he has enough money to complete it? For if he lays the foundation and is not able to finish it, everyone who sees it will ridicule him, saying, ‘This fellow began to build and was not able to finish.’"

This fellow in the text did not consider the costs and his work was incomplete and ridiculed by others. Strategically managing the resources in our care starts with developing a plan. We are no more successful at leading an organization without an overall plan, than one that builds in that same way.

Visionary Leaders who neglect the importance of Administrative Leadership start multiple projects only to run out of steam because there was no solid plan. They move to the next project without a plan, and the same thing happens again.

Strategic Planning helps the organization finish what it starts by ensuring what is started is what the organization should be doing. The Strategic Plan is not based on whims, instead, it is based on the plan, the vision, and the resources under your care.

Like a funnel, Strategic Planning starts wide at the top, and with each point, your strategy narrows.

So, here we go….

The world will not evolve past its current state of crisis by using the same thinking that created the situation. – Albert Einstein

As your business begins the Strategic Planning process and every process within – reflect. Perhaps the most important lesson we learn from great leaders is that before every major decision, they reflect.

Before your business began, your heart was burdened. Reflect. What were your priorities then? What are they now? Are you willing to change if the facts prove otherwise? Ideally, you want to be in a place where your heart is neutral. Also, in a place where every other leader’s heart is neutral.

We start the Strategic Planning process with a neutral heart so that everyone is open to what is best.

In this process, doors may open that you never considered or imagined.

Strategic Planning will verify that vision so that you can develop a plan to achieve it. It serves as a vehicle to help everyone to understand where the organization is going.

■ Defining Specific Needs

We begin the Understanding Needs section by defining the Specific Needs of those we serve. There are millions of needs in the world, the question is - which of the millions of needs in the world is your business both passionate to serve and uniquely qualified to meet? Take the time to thoughtfully answer each of the questions. If you need help, let me know. My passion is to help organizations be effective in reaching their goals and satisfying their vision. Some questions to help better define the specific needs include:

1. What are the needs of the community?

2. What is needed in the marketplace?

3. What good things are happening that excite the team members and they want to see more of it?

4. What bad things anger the team members so you want to help rid the community of it?

Think big. Think outside the box. Think both within and outside the realm of what your business is already doing.

As you clearly define the needs, you will likely find team members’ getting excited about the possibilities ahead. Specific plans yield results that are more significant.

Attention:?The process to ensure the team members hear from one another and agree on the needs may take longer than some who want to rush to an end would like. The group process will take longer than it would take if you alone decided on the needs that the organization seeks to serve. However, by including at least the other senior leaders, you will see a different level of commitment from your team in achieving the Vision of the organization.

In this process, opinions will abound. These opinions may be based on past performance; they may be legitimate, but they may not be what the future holds for your organization.

You may discover that many of the things that you are already doing, will remain because they are based on the passion and abilities of the organization and the vision of the senior leader.

However, some of the things that the business does you will no longer do. There are no sacred cows! Everything must be on the table so that it can be changed.

Have a plan. Follow the plan, and you'll be surprised how successful you can be. Most people don't have a plan. That's why it's is easy to beat most folks. – Paul "Bear" Bryant

■ Three Questions to help define The Ministry’s Needs

1. Who do we serve?

It is a big, big world. For small, midsize, or even large businesses, serving the needs of the world proves to be difficult. Yet, many seek to serve a larger sample than even a group two or three times its size can effectively serve. Strategic Planning is the organization’s opportunity to narrow down the number of groups or individuals it has been serving.

Important:?Many organizations have a difficult time with this process because there are always some team members who want to serve more groups or individuals, even at the expense of quality service. Remember, quality always outperforms quantity. If the quality is good, in time the quantity will grow.

2. What needs are the organization concerned about that it is uniquely qualified and equipped to meet?

Now that the specific needs that the organization is passionate to serve have been defined and whom you will serve has been narrowed down, the next step is to determine what needs the organization is uniquely qualified to meet.

What is the diversity of talents that the team members possess in the organization?

Find out more specifically where is the organization uniquely placed in the world.

Be who you are, not whom some would like you to be. Don’t allow the passion of some who wish to use the organization for their own personal agenda to override whom the organization is supposed to be.

Of course, no business is qualified or equipped to meet every need that every member of the team is passionate about. The great news is that each business is equipped to meet needs?within its area of influence, and if those core needs are met, the business reaches your ideal customer.

He who wants to do everything will never do anything. - Andre Maurois

3. Which needs are the most critical?

Next, narrow the needs you are called to serve to those needs that are most critical.

Which are most urgent?

Which, do you seem to be most qualified to satisfy?

Which ones are most critical to the business stakeholders?

When the team members know which needs the business is most passionate about and are uniquely qualified and equipped to meet, it can then determine which of those needs make the most sense to meet.

Remember, these are NOT needs within the business, but the needs of those the business serve.

Many businesses operate as generalists. There is little passion for generalists. Generalists typically do many things and most of them poorly.

In one town where my family use to live, there were more eateries that served many different types of food than I had ever seen before. For example, one Mexican restaurant served

1) Burritos and tacos

2) Pizza,

3) Sandwiches,

4) Fried chicken, and

5) Fish.

We noticed that it did not take long for many of these general eating establishments to go out of business. By trying to accommodate any food item someone might want, every food item became mediocre at best.

Every business does not serve the same customer. The distinct characteristics of your stakeholder's personalities, their upbringing, their education, where they live, the activities they enjoy, all of the aspects that make up the specific lives of your customer mean that there are some whom you share similarities with may be easier for you to serve them because there are fewer barriers.

I have a question for you. If the water tank in your basement burst and water is spewing all over the floor, who would you call, a plumber or a general contractor?

And most other people would also call a plumber because a plumber specializes in your specific need.

Your business may not specialize in plumbing, but you do have a specific “customer” that you are uniquely qualified to serve. The great news is that as your business moves from operating as a generalist towards identifying specific needs, an atmosphere of comradery and team spirit will increase. The team will have greater ownership over the Vision of the business. Different team members who have a real affinity and passion for specific needs will stand out. Once the business gets specific, a fire is lit and passions emerge.

■ SWOT Analysis

One of the best processes for understanding the needs of those in the community and determining which of those needs the business is able to serve is the SWOT analysis: strengths, weaknesses, opportunities, and threats.

I realize that the SWOT analysis is a common approach. I also realize that many have used the SWOT analysis and have not benefited from it one bit. The problem with the SWOT analysis is typically not the analysis, but a misunderstanding of how to properly analyze the S, W, O, and T.

As we begin, I will ask you not to get hung up on the words Strengths, Weaknesses, Opportunities, and Threats. The traditional sense of these words may not relate to your context. Our aim is clarity, not tradition.

Attention:?It may take a while to fill everything out. The point is to get started. Reach out to me and ask any clarifying questions.

? Strengths and Weaknesses

We begin with Strengths and Weaknesses…

Strengths and Weaknesses relate to issues around key programs and resources that are internal to the business.

These items include:

The Strategies and Structure of the business

1. How efficient are the operations?

a. What processes are in place?

b. What is the level of productivity?

2. What is the Expertise among the Visionary and Administrative leaders in the organization?

3. What programs and services does the business provide?

Provided including areas of pricing, quality, and what features are included:

a. Marketing efforts?

b. Finances and other resources?

c. Costs and other purchasing?

4. Describe the effort that goes into producing your main product or service.

a. What direction is the business headed in?

5. What other strengths and weaknesses can you list?

Develop an accurate picture of the business: the good and bad points, the accomplishments and failures within every vital area.

? Threats & Opportunities

Threats and Opportunities relate to issues around key programs and resources that are external to the business.

A Threat is anything that can stop the business from growing. An Opportunity is anything that can promote growth in the business.

Areas like:

1. What Threats and Opportunities are happening in your local and global industry?

And in your particular specialty?

2. Are the threats and opportunities growing or shrinking?

3. What types of customers is the business attracting and repelling?

4. What organizations or other businesses does your business have relationships with, whether good or bad?

5. What is your?niche? Is it growing or shrinking?

6. What new technologies are causing fundamental changes in how the business operates?

7. What other businesses attract the same type of people as your business?

8. How are economic or social factors affecting the marketplace, potential visitors, the political arena, the environment, and costs?

9. How are products distributed?

10. What new threats or opportunities are the other businesses in your area creating?

Key to having a solid SWOT analysis is being clear on what objects fit into each area. Stay away from the temptation to force points into the strength or weakness columns. To be conclusive, a wavering SWOT analysis will not be helpful.

Attention?– To be done well, a SWOT Analysis will take time. A one-hour meeting probably will not produce the desired results: take the time to do it right. A well-done SWOT analysis will help produce significantly positive results for the business so do it well.

If done well, the SWOT analysis will help the business:

·?Build on strengths.

·?Resolve weaknesses.

·?Exploit opportunities.

·?Avoid threats.

? Strengths and Threats

1. Who are the people that can best help us implement our vision?

Do you have the right people on the team? If they are the right people, are they in the right position?

2. What strengths do we have internally that can help us reach our vision?

As primary Threats are identified, working on eliminating them can begin. Threats can substantially delay or stop progress. The Threats and Strengths columns should parallel each other to highlight how they interact with one another, bringing the business’ greatest strengths to counteract the greatest threats.

■ Focus on your Strengths

Every great organization can identify its greatest strengths. The SWOT Analysis is helpful. Another help is to ask leaders at other organizations and businesses, in the community, etc. What do others see as your single greatest strength? Spend time focusing on your Strengths in the SWOT analysis, but do not spend an overabundant amount of time focusing on strengthening your Weaknesses. Become proficient enough at your Weaknesses so that they do not harm the group, but focus on your strengths.

What are you best at? Make plans to do that. Sometimes we get so caught up with the idea of whom we would like to be that we neglect the inherent strengths already within our business. Maximize the team’s strengths and make their weaknesses as irrelevant as possible.

As the strengths of your team are listed, study the patterns and group items together. Which items repeat? Which are similar? Which contrast?

Do not wish to be anything but what you are, and try to be that perfectly. – St. Francis de Sales

■ Find a Mentor

Once the businesses’ strengths have been identified, find other businesses whose strengths are similar, but perhaps further along in the planning process. If possible, visit with them and spend a couple of days with them to better understand how their business works.

I realize this can be much easier said than done. It sometimes seems that many businesses whose strengths are similar may see you as a competitor and want to keep you in the dark about what they are doing. Thankfully, some businessmen will actually open their doors and share such information. As you are mentored by organizations that are stronger, you will make the most of your strengths.

What additional questions do you have on SWOT, or Understanding Needs? Or anything that we have covered so far? Let me know.

Stick with me over the next few articles. We are going to continue with Strategic Planning and with what I hope to be some other helpful elements to strengthen your business.

Always plan ahead. It wasn't raining when Noah built the ark. - Richard Cushing

Anthony Dickerson