innovative

EXECUTIVE SUMMARY

In order to better understand why we engage in strategic planning, I conducted a strategic planning session with a Baptist Church in Virginia Beach, Virginia. This project included a series of on-site meetings with the leadership group and several in-depth interviews. The focus was on rekindling the leadership’s enthusiasm for mission and ministry and developing a strategic plan (including areas of focus, goals, and action plans) for future ministry. This was guided by an elected leadership team that worked with me in designing and leading the events. This format provided a high level of leadership participation and ownership. Since time was a limiting factor, the congregation was not able to provide extensive dialogue in discerning a broader and longer-range mission and ministry focus.

The desired outcome of the project was to renew fellowship and enthusiasm for mission and ministry among church leaders, evaluate the organization’s present condition, ministries and programs from the leadership’s perspective, determine areas of need or neglect in the life and mission of the congregation, and develop a priority list to guide the congregation’s use of time and energy over the next year. This Baptist church provided a backdrop for stimulating thoughts and dialogue about strategic planning and what changes or improvements you can make in your own planning processes. I intend to identify key elements to strategic planning, define tools for reinventing your planning process, and describe why leaders must articulate vision throughout the organization. I’ll summarize by providing leaders with a ‘way ahead’ - recommendations for improvement and lessons learned from this Baptist Church’s strategic planning session.

DISCOVERING WHY WE ENGAGE IN STRATEGIC PLANNING

Strategic planning can occur in a wide variety of activities from athletic competitions to non-profit organizations. This paper looks at strategic planning from a consultant’s perspective so its content can apply to almost any area. Johnston (2003) asserts “For effective strategy innovation, companies must create a new process, one that is creative, market-centric, heuristic (discovery driven), and focused on the future.” (p. 55). In other words an effective strategy will have the capability to obtain the desired objective, fit well with the internal and external environment, provide a sustainable competitive advantage, prove dynamic and able to adapt to changing situations, and suffice on its own.

Strategic planning is about analysis whereas strategic thinking is about synthesis- an effective strategic plan is the product of effective strategic thinking. Strategic thinking involves intuition and imagination which leads to an integrated perspective of the enterprise. Strategic thinking is the precursor of strategy development and results in a “synthesis of emerging themes” from a creative process. (Sanders, 1998, p. 162). Strategic thinking creates an environment in which differences in organizational values can be identified and eliminated. Sanders (1998) argued that creating a “Futurescape” - map or picture of the organizational environment - at the beginning of the strategic planning process “will help you identify issues and subjects about which your executive team and/or board need more information prior to its actual planning session.” (p. 130). The strategic plan can only be effective once differences have been identified and resolved!

KEYS TO EFFECTIVE STRATEGIC PLANNING

During my group meetings I discovered that not only is the congregation not involved in the strategic planning process, but each leadership team focuses on their own independent process. For example, the Ministers discussed a plan to improve their music ministry that included hiring musicians but failed to include a budget cost or budgetary requirements. Additionally, the Trustee Board developed an annual budget that included increased payments to reduce debt but failed to account for increased ministry requirements. Neither leadership team involved the congregation in their efforts. This lack of communication would only result in an unexcitable budget, delays in ministry development, and lack of support form the congregation. Strategic thinking must involve participation from the entire organization. Leaders that wish to have followers contribute to the implementation of the strategy must share their strategy with their followers and actively encourage them to suggest ways by which the strategy can be achieved. “Implementing a strategy begins by educating and involving the people who must execute it.” (Kaplan and Norton, 1996, p. 199).

Kouzes and Posner (2002) argued, “Strategic planning often spoils strategic thinking because it causes managers to believe that the manipulation of numbers creates imaginative insight into the future and vision.” (p. 153). Strategic thinking is more than a matter of the chief executive having a spark of inspiration that miraculously works its way into a strategic plan. The purpose of the strategic thinking process is to help organizational leaders and their management teams make deliberate decisions which lead to a strategic plan. This process requires teamwork and a total commitment to seeing great ideas come to fruition. It’s about having the right people working on the right issues.

The element of the environment (internal and external) has the most immediate impact on planning. “The organization must adapt to the environment or perish.” (Sadler, 1993, p. 22). Most organizations, however, seem to ignore the external dimension of their business. They devote immense efforts to optimizing the internal factors which are within their control; but they barely notice what is happening outside, and make little attempt to formally manage that side of their activities, except for some marketing responses. A major element of that outside environment is made up from the factors most organization group under `marketing’ or evangelism for religious organizations. Beyond this, however, there is a whole range of social and political factors which may have even greater impact. Not least is the impact of government regulation, which may make or break whole sectors of industry.

The main focus, however, revolves around responses and strategies among leaders. In the case of our Baptist Church, many leaders did not see the benefit of pursuing 501(c)(3) or non-profit certification from the Internal Revenue Service since it’s not required by law. However, others visualized the increased ability to acquire and maintain external resources. Conflict such as these would be simplified if the organization was in control of all of the components necessary for their operations. However, this is rarely the case. Organizations are linked to the environment through their dependency of the resources they require - no organization is completely self-contained. According to Formisano (2003), “Good companies create a system in which new information about the environment, the industry, or the company can be updated and assessed on a regular basis in the context of the strategic plan.” (p. 64).

TOOLS FOR REINVENTION

The tendency for many leaders is to deal with the growing complexity of running an organization is to add on more complexity, further distancing followers from customers and executives from the followers. Randall (2005) observed, “companies continue to increase the complexity of their operations by globalizing sourcing, manufacturing, engineering, and marketing/sales operations. This growing complexity makes it ever more difficult to manage product lifecycles optimally.” (p. 20).

It is easier to react to changing conditions as they emerge, rather than attempt to define the future. But what is easy rarely enables one to achieve a position of leadership. How, then, do leaders begin to overcome the culture of their own creation? Sadler (1993), suggests that organizational culture needs to be “strategically appropriate”, implying that it should be kept constantly under review. (P. 73). Creating a culture capable of continuous change requires resurrecting the visionary spirit of leaders. Visionary leaders are filled with vision and possibility; they focus on a single goal that becomes the centerpiece of their efforts; the obstacles they face are seen as temporary; and their mind reverberates with ideas for how to break through the barriers they encounter. According to Haines (1995), “Strategic planning and managing change must be championed over the long haul by a single-minded dedication of the leaders doing the planning.” (P. 4).

Our Baptist church congregation was frequently challenged by new opportunities for ministry while at the same time wondering about the effectiveness and meaning of established ministries. The entire situation became confusing and occasionally frustrating. One of the ways that organizations can clarify their purpose and direction is to commit to the planning process. “Identifying the business opportunities for strategy innovation is a process that can be carried out in any company willing to make the commitment to it.” (Johnston, 2003, p. 70). This process is a journey in which an organization works together to define its basic values and beliefs, it vision and its future direction.

The impact of changing technology is also a major factor in the development of a strategic plan. “Building a strategy requires that we consider how technology will affect our business: products, services, processes, and investment.” (Formisano, 2003, p. 55). The direct impact of new technology on organizations may be readily apparent. However, leaders are so involved in short-term problems that they cannot see wider perspectives which will determine the future and blinds them to the obvious. Such as the less apparent social or structural changes generated by new technology. Technology is having its wider impact, for one example, by allowing much smaller organizations to achieve `economies of scale’. In the larger organizations it is having a different effect by encouraging horizontal communications (via electronic mail) to take over from the traditional vertical (hierarchical) organization; and in the process is creating new structures.

The ability to leverage knowledge, establish key strategic relationships, be flexible in establishing new relationships, and bring products and services to the market gives organizations an edge over their rivals. “Partnering relationships whereby two or more companies work together to achieve a specific purpose or toward the attainment of common business objectives can be a successful growth strategy for fast-track growth companies.” (Sherman, 2002, p. 475). There are organizational relationships that require constant attention and nurturing - legal, alliances, competitive, and technological to name a few. Leaders require an understanding of the linkages that define the nature and limits of these relationships. Positive relationships increases an organization’s ability to manage conflict.

ARTICULATING VISION

Many people mistake vision statements for mission statements. They are fundamentally different. Mission statement defines the purpose or broader goal for being in existence or in the business. It serves as a guide in times of uncertainty, vagueness. It is like a guiding light. It has no time frame. The mission can remain the same for decades if crafted correctly. While vision is more specific in terms of objective and time frame of its achievement, it is related to some form of achievement if successful. In the case of our Baptist Church, the vision statement is highly visible and constantly stated - Posted on the church’s webpage, printed in the weekly bulletins, and occasionally read aloud during services. But it was not incorporated into the church’s way of ‘doing business’. By this I mean that the mission of the leadership teams, various ministries, and especially front-line leaders (auxiliary coordinators) must be to support the overall vision of the church. In order to become really effective, the organizational vision must become assimilated into the organization’s culture. According to Pale (2005) “By taking an active look at the inner workings of your organization and its culture, you can objectively view the unique strengths and inherent values that could make your company formidable when faced with aggressive rivals.”

Leaders have the responsibility of communicating the vision regularly, creating narratives that illustrate the vision, and acting as role-models by embodying the vision, creating short-term objectives compatible with the vision, and encouraging others to craft their own personal vision compatible with the organization’s overall vision.

REFERENCES

Formisano, R. (2003). Manager’s Guide to Strategy. Blacklick, OH: McGraw-Hill Trade.

Haines, Stephen G. (1995). Successful Strategic Planning. Menlo Park, CA: Course Technology Crisp.

Johnston, R. E. (2003). Power of Strategy Innovation: A New Way of Linking Creativity and Strategic Planning to Discover Great Business Opportunities. Saranac Lake, NY: AMACOM.

Kaplan, R. S. and Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Boston, Mass Harvard Business School Press.

Kouzes, James M. and Posner, Barry Z. (2002). The Leadership Challenge. Third Ed. San Francisco, CA: Jossey-Bass Books.

Paley, N. (2005). Manage to Win. London, UK: Thorogood. Retrieved June 5, 2006, from http://site.ebrary.com/lib/regent/Doc?id=10088335&ppg=20.

Randall, R. (Editor). (2005). Innovation. Bradford, UK: Emerald Group Publishing Limited. Retrieved June 5, 2006, from http://site.ebrary.com/lib/regent/Doc?id=10103404&ppg=21.

Sadler, P. (1993). Strategic Management. Milford, CT: Kogan Page, Limited.

Sanders, T. I. (1998). Strategic Thinking and the New Science: Planning in the Midst, of Chaos, Complexity, and Change. New York, NY: The Free Press.

Sherman, A. (2002). Fast-Track Business Growth: Smart Strategies to Grow Without Getting Derailed. Washington, D.C.: Kiplinger Books.

Smith, Ronald D. (2004). Strategic Planning for Public Relations. Mahwah, NJ: Lawrence Erlbaum Associates, Incorporated.

Lieutenant Ken Rice is an Active Duty Naval Officer stationed in Norfolk VA. He is currently assigned to Commander, Naval Surface Force’s Warfare Requirments Directorate as the FORCEnet Requirements Officer. Lieutenant Rice is responsible for the program analasys and budget oversight for Information Technology Transformation for the Surface Fleet. He is currently enrolled at Regent University working towards a Doctorate in Strategic Leadership.

Tags: creativity, culture, innovation, leadership, planning, strategycreativity, culture, innovation, leadership, planning, strategy

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Senior executives are increasingly concerned that their managers and supervisors have the skills needed to build cooperation and collaboration across departmental and authority boundaries. This is critically important in becoming Lean throughout the Enterprise.

The competitive pressures in a global economy are so intense, and opportunities so fleeting, that no successful organization can afford to slow down because internal stakeholders fail to agree and work together in a common direction.

Seizing opportunities and turning them into business success requires more than quick action; it requires highly effective collaboration. When minutes count, it is critical that managers minimize the time it takes to create buy-in and participation across departments and job functions. Quick and effective collaboration will greatly increase speedy response to market opportunities and open the door for innovation.

When managers and supervisors are not successful at influencing colleagues, the burden of making sure everyone cooperates inevitably falls to senior management. This consumes essential executive time on ‘house keeping’ issues. Accountability for cooperation and productive collaboration has to be part of every function, not just that of the CEO and COO.

What is ‘influencing’? The word sometimes sends shivers down people’s backs when they imagine self-serving ’spin doctors’ who manipulate others. True influencing is, in fact, a respectful two-way negotiation. It’s a way of successfully building informal partnerships aligned to the customer and corporate goals while addressing the needs and issues of each stakeholder. Influencing is not just advocacy but creative problem solving and collaboration across departmental and authority lines.

People often turn to influencing tools when they experience resistance to their plans - they try to negotiate agreement reactively - this can, and has, worked but requires ‘heavy lifting’ - the leverage for these ‘reactive’ efforts is significantly less than if influencing tools were used regularly and proactively.

A corporate culture where people influence others to collaborate in mutually beneficial ways creates a place where innovation can thrive. It’s true that innovative solutions and ideas most often come from individual insights and breakthroughs. But those individuals need a collaborative environment to test, evaluate and implement their ideas.

The collaboration across departments and authority creates a pathway for innovation - roadblocks tend to dissolve, more creative shared problem solving emerges, and a culture of risk management rather than risk aversion grows. People support each other and celebrate their successes - confidence builds. Confidence is a key factor for highly competitive, winning organizations. Without confidence, ideas fall by the wayside and skills become chronically underutilized.

Innovation requires quality time to think through options and opportunities, weigh risks, and produce manageable implementation plans. Time is a huge value! Key wasters include internal politics, conflicting priorities, endless negotiation for workflow, and unresolved disagreements on direction. These ‘resistance’ wastes radically reduce the time available to focus on the customer and create new products or ways to deliver them. A culture where people have the skills to influence each other to collaborate and cooperate eliminates these wastes.

Influencing is an acquired skill and one that can be honed into excellence with practice. There are lots of tools for influencing and you may be using some today in-house. The key is to use them often, use them well and be proactive. There are tools that can help build trust and confidence, tools to improve reasoning and problem solving skills, communication and listening skills, project management and risk evaluation, negotiation, building buy-in, dealing with conflict management and resistance, behavioral problem solving and values alignment. Build the in-house skill sets and know when to use these tools - timing and application is everything!

Influencing Skills and Becoming a Successful Lean Enterprise
The single biggest problem we run into with companies on their Lean journey is failure to align buy-in and deal with resistance across the organization, from top to bottom, on an ongoing basis. Again and again we see a company’s ‘usual suspects’ carrying the weight of Lean practice and innovation. Lean has tremendous success when the whole organization collaborates and cooperates to achieve the Future State - wise use of influencing tools is critical to getting there!

Creating a Collaborative Culture - Managers and Supervisors

• Acquire the necessary influencing tools and encourage your teams to build these skills.
• Facilitate and coach discussion and collaborative problem solving in the team.
• Handle resistance by building consensus and partnerships within the team and across departments.
• Manage resistance by listening to objections and dealing quickly with well-reasoned or factual issues
• Manage contrary behaviors or disagreements with acquired negotiating, coaching and conflict management skills
• Celebrate cooperation and successful collaboration.
• Build your cross-departmental problem solving track record.

Creating a Collaborative Culture - Executive Leadership

• Make sure accountability for influencing, collaboration and cooperation is a requirement at every job level.
• Set cultural goals, measure progress.
• Celebrate collaborative successes.
• Promote those who have these skills.
• Free resources for needed training.
• Encourage a culture that learns from mistakes to ‘mistake proof’ the future

Successful Lean Organizations require a culture of excellence in collaboration, innovation and problem solving so that the customer gets top quality product in the shortest time and at the best cost. The skills and accountability to make this happen must be developed throughout the organization, at every functional level, in order to compete and win in today’s markets.

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About The Author:
Ms. Beaumont has particular expertise in change management, communications, restructuring, coaching and motivation. She has been a senior executive in the broadcast technology, consumer goods/services, and educational sectors.

She is a dynamic facilitator for change management programs at both the team and senior management level. Equally familiar with union and non-union environments, Melanie’s approach to leadership in a change environment is pragmatic and results focused.

Melanie Beaumont
Senior Advisor
Lean Advisors Inc

Lean Advisors Inc. (LEAD) provides Lean Training And Lean Implementation support to organizations of all sizes and sectors including healthcare, office, service, manufacturing, mini

Tags: collaboration, corporate culture, culture, influencing, lean, lean enterprise, problem solvingcollaboration, corporate culture, culture, influencing, lean, lean enterprise, problem solving

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An effective leader in a retail organization will have a summary of specific behaviors and rewards that they are looking to implement. These
leadership behaviors will create a culture that other employees look to, and follow behavior models that create a culture of rewards. This will be a direct benefit if certain behaviors are met that create the results that the entrepreneur wants to implement.

The behavior/rewards that are implemented may or may not be the original desired result. If they are not aligned to the initial desired result then the retail owner may need to rethink what is creating the situation that causes it to be out of misalignment. If the behavior results are greater than anticipated, the model should be defined and duplicated quickly before other competitors are privy to the model knowledge. If the desired behavior/result is less than anticipated, then the retail owner needs to determine if it was the design of the system that was ineffective, or the implementation of the system by the people implementing the system wasn’t effective. Once this is determined a solid action plan must be taken with measurable goals and deadlines.

In the first instance if the desired behavior was not achieved due to ineffective systems, then the retail owner must look at changing the system. He can research past successful business models in this industry or try to use innovative tactics from other industries.

In the second instance, if the desired behavior was not achieved due to the implementation of the system then the retail owner needs to look at the way the system was implemented. Was it an ineffective time to implement the system? Was the system not created by understanding what all the different possible results may be? Was the system not the right system? Once this is assessed, then the retail owner needs to look at the people implementing the system?

In the third instance, did the people implementing the system not have the right skills? Were the people fully aware of how the system was supposed to work? Did all the people in the system have the same level of knowledge and were they all on the “same page”? Did the people understand what the desired result to be was in the system that was given to them? Did the people have empowerment to redesign the system if necessary?

Once these three pieces have been assessed, and the weak link is determined a re-evaluation of the leadership model must be made. Things may be adjusted to the model by using the same team and saving valuable hiring costs. The most effective entrepreneurs or retail owners understand that if circumstances change they can quickly change parts of this system to develop effective leaders in the organization.

Leaders that will follow the current system to the desired result and change behaviors or design if necessary. The most successful entrepreneur such as Steve Jobs and Bill Gates understand this. These people are more interested in finding people that are empowered to implement innovative styles that are specific to the culture or system without wasting time taking things along a path that does not lead to creating value for the organization.

http://www.usabusinessgrowth.com/coaches & Growth Secrets. Mr. Des Marais has assisted small businesses with expansion and growth for over 20 years. His expertise is in expansions, turnarounds and business development.
He has been a consultant and held positions in some of Americas and Canada’s fastest growing companies and led teams to top ten and #1 positions in Canada. He can be reached at (604)-338-6719.

Tags: behavior models, culture, employees, empowerment, extrinsic, intrinsic, leadership 101, rewardsbehavior models, culture, employees, empowerment, extrinsic, intrinsic, leadership 101, rewards

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