Keys to Facilitating the Strategic Planning Processleadstrat.com/wp-content/uploads/sfs-workbook-rs.pdf · Keys to Facilitating the Strategic Planning Process Adapted from The Secrets

Keys to Facilitating the Strategic Planning

ProcessAdapted from The Secrets of Facilitating Strategy 3-day course

Remember to complete the brief survey at the end of the session and you’ll receive:

•A free chapterofThe Executive Guide to Facilitating StrategywrittenbyMichaelWilkinson,CertifiedMasterFacilitatorandManagingDirectorofLeadershipStrategies.

www.leadstrat.com800.824.2850

http://www.leadstrat.com

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Copyright © Leadership Strategies, Inc. 2013

Allrightsreserved.ThisdocumentisadaptedfromThe Secrets of Facilitating Strategytraining

manualandotherproprietarymaterialsofLeadershipStrategies,Inc.–aGeorgiaCorporation.

LeadershipStrategiesgrantsrecipientrighttocopymaterialsforpersonaluseandenjoyment.

CopiesofThe Secrets of Facilitating Strategycoursemanualandotherproductsmaybepurchased

directlyfromLeadershipStrategies,Inc.orfromourwebsite,www.leadstrat.com.

56PerimeterCenterEast,#103Atlanta,Georgia30346

800.824.2850www.leadstrat.com



Duplication prohibited without prior written consent of Leadership Strategies, Inc.COPYRIGHT © 2013 LEADERSHIP STRATEGIES, INC. | 800.824.2850 | WWW.LEADSTRAT.COM

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A. WhoisLeadershipStrategies?

B. SessionObjectives

C. Survey

D. SessionAgenda

E. HandlingQuestions

F. OurSessionFacilitator

I. Getting Started


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• TheFacilitationCompany-expertmeetingfacilitatorsandfacilitationtrainingintheU.S.

• Over500facilitatorsundercontractthroughTheFacilitatorDatabase

• Over17,000trainedinfacilitationskillsthroughTheEffectiveFacilitatorandothercourses

• ProvidespublicclassesinAtlanta,Boston,Chicago,Dallas,DC,Denver,Houston,LA,NewYork,SanFrancisco,Seattle,Sydney,Torontoandprivate,onsiteclassesglobally.

• Outlineacomprehensivemethodologyforfacilitatingthestrategicplanningprocess

• Providetechniquesyoucanbeginusingimmediately

• Providenextstepsforthosewhowouldliketolearnmore

A. Who is Leadership Strategies?

B. Session Objectives


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• GettingStarted

• OverviewoftheKeystoFacilitatingStrategicPlanning

• NextSteps

• Question&AnswerSession

D. Session Agenda

Forallofthosewhocompletetheshortsurveyattheendofthesession,wewill:

SendyouafreechapterofTheExecutiveGuidetoFacilitatingStrategywrittenbyMichaelWilkinson–CertifiedMasterFacilitatorandManagingDirectorofLeadershipStrategies.

C. Survey


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Richard Smith, CMFPRINCIPALFACILITATOR,LEADERSHIPSTRATEGIES

• Oneofonly21CertifiedMasterFacilitatorsintheworld

• LeadstheLSI’sfacilitationgroupandcoreteams.

• Over25yearsexperienceinfacilitation,leadershiptrainingandconsultingleadingsales,services,trainingandsupportfunctions

F. Our Session Facilitator

Ifyouhavequestions:

• Typethemintothequestionpanel

• Call800.824.2850

• Contactusonlinewww.leadstrat.com

• [email protected]

• ConnectonLinkedIn,Facebook,andTwitter

E. Handling Questions


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7The Keys To Strategic Planning Success

A. TheRIGHTComponents ofthePlan

B. TheRIGHTStrategicPlanningProcess

C. TheRIGHTFacilitator

What is Strategic Planning?

Throughstrategicplanning,executivemanagementsetstheoverall____________fortheorganization,identifiesthekey____________toachievethevision,andestablishesthecritical____________tomonitorprogress.


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A picture of the “preferred future”; a statement that describes how the future will look if the organization achieves its ultimate aims.“Thevehiclesofchoiceforavalue-focusedworld”

A statement of the overall purpose of an organization. Describes what you do, for whom you do it, and the benefit.“Ourmissionistoprovidetheconsumerwithhighquality,pricecompeti-tiveautomobilestomeettheirtransportationneeds.”

General guidelines which set the foundation for how an organization will operate. “Responsivenesstoconsumerneedswillbeafirstpriorityinouropera-tions.Thereforewewill...”

Broad, long-term aims that define accomplishment of the mission.“Profitability-Maximizenetincomebyincreasingrevenuesandcontrol-lingcosts.”

Specific, quantifiable, realistic targets that measure the accomplishment of a goal over a specified period of time.“Increaserevenuesby12%in1993.Limitincreasesinoverheadcoststo2%in1993.Achievea5%reductioninmanagementstaffthroughincreasedautomation.”

Major items or issues that must “go right” to achieve one or moreobjectives.“Bodystylesthatarepleasingtothepublic.Effectivedealernetwork.Successfulofficeautomationproject.”

Existing or potential challenges that hinder the achievement of one or more objectives.“Inefficientnortheastplant.PricecompetitionfromJapanesemanufacturers.PublicperceptionofpoorqualitybyUSA.”

Broad activities required to achieve an objective, control a criticalsuccess factor, or overcome a barrier.“EstablishpartnershipwithJapanesemanufacturertorevampthenorth-eastplant.Implementprogramtowidelypromoteoursuccessasaqual-ityproducer.”

Specific steps to be taken, by whom and by when, to implement astrategy.“InitiatediscussionswithPRfirmonQualityPromotionBPC2/1DevelopfirstdraftofPromotionAKO3/15ReviewPromotioninternallyandupdateBPC4/1“

The Components of a Strategic Plan


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1. SelectaStrategicPlanningMethodology

2. SponsorInterview

3.ManagementBriefing

4. SituationAssessment

5.WorkshopI:StrategicDirection

6.WorkshopII:ImplementationPlanning

7.MonitoringSession

III. The Strategic Planning Process


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The Drivers Model™Strategic Planning Methodology

The Strategic Questions:

• ____________________________?(#1-CurrentSituation)

• ____________________________?(#2-Vision)

• ________________________?(#3and#4-Barriers,CSFs,Drivers)

• ____________________________?(#5-Monitoring)


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The 5 P’s of Preparation

Whyarewehavingthemeeting?

Whatshouldbeproducedasaresultofthemeeting?(TheThreeH’s)

__________________________________

__________________________________

__________________________________

Whoshouldattendthemeeting?

Whatarethetopicsthatwillneedtobediscussed?

Whatstepsshouldbetakeninthemeetingtoachievethepurpose?

Themostcriticalpreparationactivityistoensureyouclearly

understandthesession______________.Todoso,youshould

meetwiththesponsorinadvance.Establish___________

_____________.Reviewthesponsor’srole.And,identify the 5

P’s duringthesponsorinterview.

The Process: Sponsor Interview


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A. FacilitatingtheManagementBriefing

Purpose:_________________________________________

_________________________________________________

B. ExecutingtheSituationAssessment

Purpose:_________________________________________

_________________________________________________

C. FacilitatingWorkshopI-StrategicDirection

Purpose:_________________________________________

_________________________________________________

D. FacilitatingWorkshopII-ImplementationPlanning

Purpose:_________________________________________

_________________________________________________

E. FacilitatingaMonitoringSession

Purpose:_________________________________________

_________________________________________________

The Processes


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13The 10 Pitfalls of Strategic Planning

I. Not____________

II. Notincludingkey____________intheplanningeffort

III. Planningbeforeundertakinga________________________

IV. Developinga________________________first

V. Confusing____________and____________

VI. Measuring____________insteadof____________

VII. Jumpingstraightto_________afterdeveloping__________

VIII. Notdevelopingdetailed_________________forstrategies

IX. Notgaining____________beforeimplementingtheplan

X. Not______________theplan


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Build Up Your Facilitating Skills

• PRACTICE...Practice...Practice/Getfeedback-Seekoutstrategicplanningopportunities;BecomeaNPOVolunteerfacilitator;Takeaclass(TheSecretstoFacilitatingStrategytaughtbyaCertifiedMasterFacilitator)

• Learnfromothers-JointheLinkedIncommunity,tradeassociations(IAF,INIFAC,SEAF,etc.)

• Read-The Executive Guide to Facilitating Strategy,WhitePapers,Newsletters,etc.

The Facilitator


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• Outlineacomprehensivemethodologyforfacilitatinggroups

• Providethestrategicplanningprocesstechniquesyoucanbeginusingimmediately

• Providenextstepsforthosewhowouldliketolearnmore

Done! – Objectives Review


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If you would like to learn more:

• Public Class:The Secrets of Facilitating StrategyIfyouenjoyedthisfreewebinarandwanttoexpandyourfacilitationskillsevenfurther,considerattendingthispublic,3-dayworkshop.No strategy course offers you more!

Atlanta(April15-17,October28-30)andWashington,DC(July22-24)

What’s Next?

Part I: Self-paced, Online Strategic Planning Course - Springboard

• Interactivequizzesthroughouttoensurelearningasyougo

• Chock-fullofsuccessstrategiesandqualitycheckstohelpyoubuildyourplan

• OnlineCertificationExamwithrandomizedquestions

You must score 80% or above to be certified to take Part II. This ensures that all participants in Part II understand the strategy model and are ready to focus on the key facilitation strategies.

Part II: 3-day Workshop / Practicum• Seethevariouscomponentsofthestrategymodelfacilitatedlive

• Usethedetailedfacilitatorguidetoassessyourskillsinfacilitatingstrategyteams

• Understandtheissuesthattypicallyariseinfacilitatingstrategy

• Shareyourexperiencesandlearnfromtheexperiencesofothersinfacilitatingstrategicplanning

In Part II, using a detailed facilitator’s guide, you and your classmates will facilitate a fictitious company through the development of a three-year strategic plan. You’ll be provided feedback from your trainer - a Certified Master Facilitator - throughout the workshop.

Formoreinformation,[email protected].


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What’s Next?

• Private Class: Atyourlocation

Mostcost-effectivefor10ormore

• Other Helpful Books & Guides

» The Executive Guide to Facilitating Strategy

» The Secrets of Facilitation, 2nd Edition

» FacilitatorGuides(250+pages)

» Visitwww.leadstrat.com

http://www.leadstrat.com/shop


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18Answers to the Fill-in-the-Blank

Page Fill-in-the-blank Information

7VisionStrategiesMeasures

8

VisionMissionGuidingPrinciplesGoalsObjectivesCriticalSuccessFactorsBarriersStrategiesActions

9

Wherearewetoday?Wheredowewanttobe?Whatdowedotogetthere?Howwillwemonitorourprogress?

10

PurposeRealisticExpectations-----------------------------------------------PurposeProduct:Hands,Heads,HeartParticipantsProbableIssuesProcess


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Management Briefing:Togainbuy-infromthemanagementteamtoexecutetheirstrategicplanningsessionutilizingyourservices

Situation Assessment:Toprovideacommonsetofinformationabouttheorganization’sinternal/externalenvironmentthatwillserveasasolidfoundationfromwhichtoplan.

Workshop I: Toguideindevelopingthestrategicdirectionfortheorganization

Workshop II: Developthestepsforimplementingthestrategicdirection

Monitoring Session:Toreviewprogressintheplanandmakeadjustments

12

PlanningPeopleSituationAssessmentMissionStatementGoals,ObjectivesActivity,ResultsStrategies,ObjectivesActionPlansBuy-inMonitoring


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Leadership Strategies-TheFacilitationCompanyistheUSleaderinmeetingfacilitationservicesandtraining.Weprovidecompanieswithexpertfacilitatorswhofacilitateexecutiveteamsandtaskforcesintopicssuchasstrategicplanning, issueresolution,requirementsanalysis,process improvementandconferenceforums.

TheEffectiveFacilitatorFacilitatingITSessions

FacilitatingVirtualMeetings:Comprehensive

FacilitatingVirtualMeetings:EssentialsMakingTechnicalMeetingsWork!

FacilitationSkillsforTrainers

StrategicPlanningProjectPlanning

ManagementtoLeadershipTheFacilitativeConsultantTheEffectiveCommunicatorEffectivePresentationSkills

ProjectLeadershipManagingUserRelationships

Along with being expert facilitators, we also train people in facilitation skills, leadership, teambuilding, presentations and consulting skills. We offer public classes in Atlanta, Chicago, Dallas,Denver,Houston,LosAngeles,SeattleandWashington,DC,andon-siteprivateclassesglobally.

56PerimeterCenterEast,#103Atlanta,Georgia30346

800.824.2850www.leadstrat.com

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PlanningSeries ITSeries

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Documents

Keys to Facilitating the Strategic Planning Processleadstrat.com/wp-content/uploads/sfs-workbook-rs.pdf · Keys to Facilitating the Strategic Planning Process Adapted from The Secrets