While on the topic of strategic planning, let’s revisit an old but good 2- part blog from 2017 that you can use for executing your 2020 plan:

I have a leader who has come to me wanting a different outcome for his business. He is looking to have a transformational year. I asked for the date and time he meets with his team. He did not have an answer. He does not like meetings. He has gone so far as to delegate the weekly team meeting to an associate. He does not even attend. There are no monthly or annual meetings. There are only team meetings regarding projects. There is not one meeting that is focused on the business itself.

Until this changes, he will not realize the success he is looking for, and until he is willing to commit to that meeting, I suspect he will continue to be frustrated by getting the same results. Change is hard, but it is worth it: new habits deliver new results.

Most clients who come to us looking for support with their strategy need help with one thing: organizing the process. Strategic planning today requires that a leader overcome an internal obstacle: their own resistance.  

Here is my one step plan that will deliver any organization, business segment, or team to greater success in 2017:

Plan to meet.

I know. Meetings are not what you wanted to hear me call for right out of the gate. But it is essential.

Great leaders schedule their planning time a year in advance and prioritize and protect that time.

Here is what to schedule:

Meet annually for 2-3 days of vision-casting and strategic thinking.

Meet quarterly for a half or full day of strategic problem solving.  Begin by celebrating successes! This ensures outcome accountability and maintains momentum.

Senior leaders will have 2 meetings, 1 in which they lead their direct reports, and another in which they participate with their peers.

Meet monthly, for 90 minutes or a half day depending on leadership level. An important shift takes place here: a move from strategy to tactics.

This monthly meeting is a tactical problem-solving and obstacle-removing meeting. It is a time to gather all key decision makers in the room to cut through red tape quickly. Everyone who needs to be consulted is present, and decisions can be made quickly. This is a decision-making, permission-giving meeting that clears obstacles. Attempt to schedule these on the same day and move from front-lines to senior leaders, so that issues that need to reach the highest level decision maker can be resolved the same day.

Leaders will have 2 meetings, 1 they lead and one they present issues that need to be escalated to the next level of decision maker.

Meet weekly for status updates and next steps. Thinking a week out allows for communication and collaboration across segments to identify obstacles and resolve them. 30 to 60 minutes.

Meet daily for a stand-up huddle (yes, literally stand up!) with you team. Allow a minute per person. These meetings address issues that need to be addressed in the next 24 hours.

When you plan these meetings, put them on the calendar, and communicate the schedule and purpose of these meetings an important shift begins to take place on your team: people know what kind of thinking belongs in each meeting.

Daily and weekly meetings are for tactical execution. Monthly meetings are for tactical problem solving, strategic alignment and accountability.

Quarterly and annual meetings are for strategic thinking, and shape organizational focus, momentum and engagement.

This year, sit down with your calendar and map out your year. It isn’t sexy, but it works.

How you spend your time is the most critical element of your success. Planning to be strategic, relevant and successful means putting the dates and times you need to think, collaborate, plan, and communicate on the calendar before you begin. That way you know in advance you are planning for success.

If you find yourself frustrated with the status quo and wanting a different year in 2017 than you had last year, do something different.

Unsure where to begin?

Retain a skilled outside facilitator who can lead an offsite to begin to shape your organizational thinking rhythm. A good facilitator should be able to create a 2 day process that both maps out the thinking rhythm for the year and facilitates the strategic thinking process of the team.

In 2017: Plan to meet. Then be smart about what you do when you are together. It is that simple. 

As you change gears to focus on and implement your 2020 plan, think about how to keep your team and processes aligned. Stay tuned next week for Part 2.