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Cows in the Living Room:
Developing an Effective Strategic
Plan and Sustaining It
(The Abridged Edition)
By
MajorGeneralRobertMixon,LevelFiveAssociatesMajorGeneralJohnBatiste,BatisteConsulting
U.S.Army(retired)
Copyright2014-6LevelFiveAssociates(www.LevelFiveAssociates.com)
AllRightsReservedCoverdesign&illustrations©2015MarkGerber,GerberStudio(www.gerberstudio.com)
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Introduction
Therewasonceayoungfarmer,whowantedtofindawife,sohewentintoanearbyvillageandsuccessfullycourtedawoman,marriedher,andbroughthertohernewhomeonthefarm.Theybegantheirnewlifetogetherraisingdairycows.Aswinterbegan,onedaythewifecameinandfoundthatallofthecowswereinthelivingroom.Astonished,sheaskedwhy.Herhusbandreplied,“It’swinter,andthebarnhasnoheat.Sincewedependonthesecowsforourliving,theyneedtobeinside.”Slowly,shebecamemoreandmoreaccustomedtohavingthecowsindoors.Then,afterafewmonths,aneighborfromhervillagecameovertoseehowshewasdoing.Whenshecameintothelivingroom,shewasshockedtofindthedairycowsthere,calmlystandingaround.“Whatareyoudoingwithcowsinyourlivingroom?”sheblurtedout,towhichthewifereplied,“Whatcows?”
Thisbookisaboutcows–thecowsinyourlivingroom.Justasthewifebecamesoaccustomedtohavingcowsshenolongerrealizedwereindoors,sodoleadersofmostcompaniesandorganizations.Theydon’trealizethattheyhavebecomesatisfiedwithbeing“goodenough.”Contenttoleavethecowsalone,theyjustacceptthestatusquo.Withoutaneffectivestrategicplan,“cows”willbecomerightathomein“your”livingroom.
Whatyou’llfindinthepagesthatfollowisaplain,simpleformulaforbuildingaworkablestrategytochangeyourcompanyforgood.Equippedwiththerightstrategicframework,youwillseehowtoidentifyaplanfornurturingcowsthroughouttheseasons–withouthavingtobringthemindoorstokeepyourbusinesshealthy.Your“farm”willgrowandprosper,andyouandyourteamwillbemuchhappier,workinginacompanythatknowshowtobuildaprofessionalorganizationthatanticipatesandmanageschangeforthebetter.
Whatyou’llfindinthefollowingpagesareourproventechniquestodevelopaclearmission,vision/intent,andvalues-basedstrategicplanthatyourteammateswillunderstandandadopt.Noonewillevenconsiderbringingthecowsinsideforthewinter.Enjoythejourney!
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TheCowsinYourLivingRoom
Likethedairyfarmer,everycompanyororganizationhas“cows”.Literally,these“sacredcows”arethecoreelementsofyourbusiness–proprietarytechnology,intellectualproperty,financialstrength,strongperformersandleaders,reputation–allthequalitiesthatseparateyouinthemarketplaceandkeepyourcompetitorsinyourrearviewmirror.Theseessentialelementsareyour“milkproducers”;youhavetokeepthemsafe,healthy,andperformingattheirbest.
Unfortunately,mostseniorexecutivesdon’tpayattentiontowhatmattersmost.Aslongasthere'snobadnewsorimpendingcrisisathand,mostfeelnoneedtodomuchmorethan“shepherdduty”.Aslongastheherdisn'tshowingoutwardsignsofillness,mostcorporateleadershipteamsoperateasthoughalltheyneedtodoisprovidesupport,maintainthemilkingequipment,conductregularmanuremanagement,andcashthecheckscomingin.
Atthosetimeswhenbadthingsdohappen,thesecaretakerleadersjustmanagethewakeandrideoutthestorm.Usuallythereissomeonewhocanbefoundtoblame,soonestandardcourseofactionincrisismanagementistofindandfirethem.Next,they’dcontrolthedamagebypublishingacorporatestatementonwhatstepsarebeingmadetoinvestigatethematter,hunkerdown,waitfortimetopass,andthenresumebusinessasusual.
We’veallseenthisbehaviordemonstratedbyseniorleadersandtheirmanagementteams,andthecultureoftheirorganizationreflectsthatbehavior.Sinceeverythingrevolvesaround“businessasusualuntilthewheelscomeoff”,few,ifany,ofthesacredcowsareprotectedornurtured.Whentheinevitablecrisiscomes,anyorallofthemareatrisk.Thetopperformersareinsecure,nooneownstheoutcomes.There’snoplanofaction.Justacultureofreaction.
CompaniesWhoIgnoreTheirSacredCows
Theharshrealityis:Afteronlythreeyears,only56%ofallstartupbusinessesarestillinbusiness.Why?Amongtheleadingreasonsforfailureare:
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A. Alackofaclearfocus(aneffectivestrategicframework).
B. Alackofmarketawareness.
C. Pride(readhubris).
D. Optimismversusdiscipline.
Perhapsequallytroublingisthefactthatmanymorecompaniesfailaftermakingittotheir3-yearanniversary--71%aregonebyyear10--formuchofthesamereasons.It’sclearthatultimatelymostcompaniesreachthetippingpointwherethesacredcowsarenolongersafe–unlesstheirleadersestablishandsustainaprotectiveframework.
TheFrameworkforSurvivalandGrowth:StrategicPlanning
Ifyouaregoingtobuildanenduring,resilientorganization,thenyou’vegottodedicateyourselfandyourleadershiptobuildingandsustainingthatoperatingsystem.Youmayhavethemostcreative,innovativeintellectualpropertysincetheInternetandatremendousteamofprofessionalswithtalent,drive,andimagination.Togetheryouachieveanumberofsuccesses,weatherafewstorms.Buttheevidenceindicatesthatinitialsuccessisfragileatbest.Veryfewcompaniescansurviveontheirlastgreatidea.
Thefoundationofyoursystemforenduringsuccessliesinbuildingastrategicplanningframeworkthatworks–aplanofactionyouandyourteamestablishandshareownershipof.It’snotjustawrittenplan;itisaliving,breathingdocumentthatservesasthefoundationofyourbusinesslife.Yourstrategicplancapturesthecultureofyourorganizationandyourdirection,withmeasurableoutcomesthatindicaterealprogresstowardyourgoals.Thestrategicplanalsoservesastheblueprintofyourbusinessmodel,andprovidesyouwithaneffectiveengineformakingkeydecisions.
ThestrategicplaniscapturedinthefirstoftheBigSixLeadershipPrincipleswecall“SettheAzimuth”.ALevelFiveLeaderunderstandstheimportanceof“settingtheazimuth”toensurethatanorganizationhasaclearpathtosuccess.
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Theleaderisresponsibleforsettingasenseofurgencywithunambiguousfocusandpriorities.Thevehicletomakethishappenisstrategicplanning,whichcreatesalivingroadmapforanorganization.
Thatsaid,thelastthingyouwanttodoisdevelopaplanandsticktoitnomatterwhat.Yourstrategywillalwayshavean“asof____”date.Structure,flexibility,andawidefieldofviewareallkeycomponentsofthestrategicframework.Yourstrategicplanningsystemisalivingprocess.Youmustkeepitofftheshelfandonyourdesksoitremainsrelevant.
ThreePillarsofanEffectiveStrategy
Whatdrivesaneffective,viablestrategicplan?Therearethreepillarsofaneffectivestrategy:Mission,Vision(Intent),andCoreValues.Thesethreepillarsserveasthefoundationuponwhichyourstrategyisbuilt.Let’sexamineeachpillar.
Mission:TheMissionStatementdefinesyourpurposeforexistinginthefirstplace.Yourcompanyororganizationisrudderlesswithoutaclear,concisemissionstatement.Yourmissionshouldlieoutwhatyoudo--whetheritistomakeproducts,buildthings,serveothers,createideas,orsomeotherfunction.Anditshouldcapturehowwellyoudoit--hopefullybetterthananyoneelsedoes.
Vision–theCommander’sIntent:TheVisionStatementdefineswhereyouaregoing.Thevisiongivesdirectiontoyourcompany.Oneofthebestvisionstatementsofthecommander’sintenteverwrittenwascreatedbyPresidentJohnF.Kennedyin1963,whenhesaid:“Wewillsendamantothemoonandreturnhimsafelybytheendofthisdecade.”Thevisionwasunmistakablyclear;millionsofpeopleunderstoodandfollowedit.In1969,weachievedthatincrediblegoalofplacingamanonthemoonandreturninghimsafely.TheelegancewasinthesimplicityofJFK’svisionstatement,andittranslatedintooutcomes.
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Inthemilitary,wehavetranslatedVisionintotheCommander’sIntent.Thisisbecausetheconceptoftheintenthasmorerelevanceandimportancethanvisioninmanyrespects.TheArmy’sprimarydoctrinalpublication,FM3.0,definestheCommander’sIntentas:
“…aclear,concisestatementofwhattheforcemustdoandtheconditionstheforcemustestablishwithrespecttotheenemy,terrain,andcivilconsiderationsthatrepresentthedesiredendstate.”
TheCommander’sIntentdefinessuccesswithameasurabledegreeofclarity.Wheneveryoneknowswhatthebosswantstohappen,theyhaveasharedunderstandingandfocus.Theycanactindividuallyorasmembersofateamwithwhatwecall“abiasforaction.”Intheabsenceofotherordersorguidance,everyoneonyourteamwillknowthedesiredoutcomeandmovetowardthosegoals.
CoreValues:Finally,CoreValuesdefineyouasanorganization.Somehow,thiskeyelementofsuccessfulstrategicplanningseemstogetlostintranslation.ForeveryEnronCorporationorBernieMadoff,therearedozensofother(perhapslessnotorious)examplesofcompaniesandseniorexecutiveswithnocorevalues.Theyactivelyorpassivelyallowedthemselvesandtheirteamtowanderfarafieldoftruth,honesty,andcharacter.Cheating,fraud,theft,corruption–areallproductsofcreatingavaluelesscultureinanorganization.
EstablishingaCulturewithCoreValues
Notonlydoyouhavetodecidewhatyourcorevaluesare,youhavetorepeatedlystatewhatdefinesyouintermsofvaluesinordertoestablishaculturewhereeveryoneunderstandsandbuysintothosecorevalues.Asaleader,youhavetolivethem,andinsistyourteammatesdoaswell,withnotoleranceforthosewhodon’t.Itwillnothappenautomatically;youhavetoleadtheestablishmentofcorevalues.
Thefoundingprinciplesofyourorganizationmustbeblatantlyobvioustoeveryoneyoucomeincontactwithonadailybasis.Meetings,signs,posters,tag
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lines,greetings,e-mails,letters,businesscards–everythingreinforcesandrestatesyourcorevalues.
Youmustalsofindandhirenewteammateswhoarehardwiredwithyourstatedcorevalues.Thetruthisthatmostpeopledonotembraceyourvalues,andyoumustdeliberatelyassessandevaluatenewrecruitsbeforeyouofferthemapositiononyourteam.Thereareawidevarietyofonlineassessmentsandtechniquestoassistinyourrecruitingefforts.Yourgoalistoattractandretainteammemberswhocanflourishwithinyourcompany’sculture.
Onceyouhavesettheconditionsbyestablishingaclearmission,vision/intent,andcorevaluesforyourorganization,youcanbegintodevelopyourplanofaction--thestrategythatwillseparateyoufromyourcompetition,buildandkeepyouredge,andgrowyourteam,everyday.
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BuildingthePlanofAction
(SotheCowsDon’tHavetoComeInsidefortheWinter)
Knowingwhoyouare,whatyoudobest,andwhatissacredtoyourorganizationiswhatformsthebasisofyourstrategicplan.Youwon'tbecometheleaderinyourfieldorthebestunitinyourorganizationbychance.Youhavetoearnyourplaceinthemarket.
Strategicplanningprovidesthestructuralfoundationofyourpathtogetfromwhereyouaretodaytowhereyouwanttobe.Itwouldseemtobeintuitivelyobvioustodevoteconsiderabletime,energy,andleadershiptobuildingandmaintainingthisstrategy.Yet,mostcompaniesdojusttheopposite–theypaystrategicplanninglipserviceatbest.Oftenitisjustignored.
WhyCompaniesDon’tPlanfortheFuture
It’shardtofocusonstrategicplanning.Manyleadersseethecriticalworkasbeingthetacticalwork;e.g.doingwhatmustbedonerightnow,today,thisweek.Theseleadersarecompletelyimmersedingettingproductoutthedoor,orcompletingservicesbycloseofbusiness.Iftheyaremeetingdeadlinesandmakingpayroll,thingsareokay.
Facedwiththerealityofmeetingcustomerdemandsandmanagingsalesandcostsonadailybasis,manyleaderslosesightofthelong-termplan.Youcanseethisshortsightednessallaroundyou.Thankstotheproliferationofhandhelddeviceswhichprovideinstantinformation,seniorleaderscannowknowvirtuallyeveryfacetoftheircompany’soperations,inrealtime.Thismeanstheycanmicromanageeverythingfromanywhere!
TimeforRealLeadership!
Thisiswhererealstrategicleadershipcomesin.Itisuptoyou,thepersonwhoownsthefuturedirectionofyourcompany,tofocustherestofyourteamonbuildingandmaintainingavalues-based,measured-outcomesstrategicplan.Youandyourteamhaveestablishedthemission,vision/intent,andsharedvalues
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--thestageissettoovercometheneedtomicromanagethepresentandsetfreethecreativeenergyofyourorganization.Youhavetoassembleyourleadershipteamforsomehardthinking,andface-to-face,frankcommunication.
Wheredoyoustart?Somemightanswerthatthefirststepistofindanoffsitelocationwhereyoucangatherupyourleadershipteamforacoupleofdayssotheyareseparatedfromtheday-to-dayoperations.Butthat’snotthefirststep–thefirststepistothinkabouthowyouwanttobuildthestrategy.Wecallitthinkingthroughtheprocess.
TheImportanceofAssumptionsandTrends
Yourstrategicframeworkmustbebasedonestablishingacurrentsetofassumptionsandtrends.Thinkintermsof2-3yearsgoingforward.Nowyou’rethinkingstrategicallyinsteadoftactically.Whatarethecriticalassumptionsthat,iftrue,youcanbuildyourplanupon?Herearesomeexamplesofstrategicassumptionsandtrends:
1. Theeconomywillgrowatapaceequaltoorgreaterthanthepast3years.
2. Ourunionswillratifytheircontractswhentheycomeupforrenewal.
3. OurC-Suiteexecutiveswillremainintheircurrentpositionsforthenext3years.
4. Thepartnershipswehaveinplacewillremainviableduringthisplanningcycle.
Theseassumptionsshouldbethestartingpointofyourstrategic“Roadmap.”Iftheyholdtrue,thenthestrategicplanyoucreatewillbeviable.Ifanyofthemchange,thenyoushouldchangethestrategicplan.
You’llneedtocirculatetheseassumptionsandtrendswithyourinnercirclefirst,theneditthembasedontheseniorleaderinputsandpreparetobringthemtoyourentireleadershipteamduringthestrategicplanningsession.Be
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conservativeinyourassumptionsupfront;thatistosay,underestimatethepositives.
TeamBuyInattheSeniorLevels
Onceyouhaveestablishedthestrategicassumptions,it’simportanttogettheleadershiptobuyin.You’llhavetosocializeyourkeyleaderstotheprocess;thiswillrequiresomefocusedone-on-onediscussions.Thenyou’llneedtohaveseveralexecutivelevelmeetingsacoupleofmonthspriortotheactualstrategicplanningsession.Regardlessofyourspecificactionsleadingintothestrategicplanningevent,youhavetoinsurethebuyinworkgetsdone.Andyouaretheonlyonewhocandoitinitially.
GettinganOutsideSetofEyes
Next,youhavetoaskforandconductanexternalevaluationofyourorganizationandyourC-Suiteleadership,anddeterminewhatplantheyarecurrentlyusing.It’spossibletherereallyisn’tasingleplaninplace.Youmaythinkso,buttheexternaleyesandearsyoubringinforthisevaluationwillgiveyouamoreobjectiveviewthananythingyoucandoin-house.Anoutsidesubjectmatterexpert(SME)teamisyourbestoptionforthisevaluation.Getsomeonewhoknowstheinsandoutsofchangemanagement.Experienceisextremelyimportantforthisobjectiveassessment.Therearebothsurveysandfocusedinterviewsthisexternalteamshouldconductwithanumberofyourleaders,andtheirfeedbackwillbeacriticalcomponentofsettingtheconditionsforsuccessofyourstrategicplanningsession.Givethemyourfullsupportrightupfront.
PlanforacoupleofdaysforthisSMEteamtovisityourorganization,andforsomephoneinterviewsaheadoftime.Butalsoensuretheyconductface-to-faceinterviewswithyourkeyleadership–CSuiteandothersthatyoudesignate.Bepreparedtoprovidethemwithareadaheadofyourmission,vision/intent,andsharedvalues,aswellasyourcurrentstrategicplan(ifyouhaveone)andtheassumptionsandtrendsitisbasedupon.Theproductofthisexternalevaluation
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willbeaninitialSWOTanalysisandsetofobservationsyoucanusetotargetspecificpartsofthecompanyyouwanttosustain–orchange.
Thefinalstageofyourstrategicplanningframeworkistodevelopthestrategiclayout–TheRoadmap.
GrabThisFreeGift!
Oneofthemostpopularversionswe’veusedinorganizationswithautonomousbusinessunitsisavailabletoyouasafreedownloadfromourwebsite.Simplyvisit
www.LevelFiveAssociates.com/resources
andyou’llfinditthere.
ThisRoadmap,whencompletedduringyourstrategicplanningsession,willdrivetheexecutionofyourplan.Inthisexample,theoverallstrategicfocusisonsixCoreStrategicValues:
S1: ProvideWorldClassService
S2: DevelopandMaintainRewardingStrategicHumanResourcesSystems
S3: EstablishandExploitSelf-DeterminedOpportunities
S4: IntegrateTechnologytoOptimizeEfficiencyandEffectiveness
S5: EstablishandMaintainFinancialStrength
S6: IdentifyandMaximizeKeyStrategicRelationshipsIfyoudevelopdifferentcorevalues,they’llcertainlyservethesamepurpose,butwehaveseentheseusedwithgreateffectwhenbackedupbydeterminedleadership.
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AnotherOption:KeyResultAreas
Analternativemodelthatisapplicabletomanufacturers,distributors,andcompanieswithamoreunifiedfocusorproductlineinvolvesidentifyingthelistof“mustdo”objectivesthatwecall“KeyResultAreas”(KRAs).TheseKRAsarekeytoimprovingcompanyprofitabilityandusuallyinvolvetough,hardtodoactionsthatrequiredismantling“stovepipes”thatareprevalentintoomanycompanies.
ThestrategicplanningteamfirstbrainstormsacompletelistofKRAswithoutregardtopriorityorimpactonthecompany’ssuccess.Inturn,thislistisprioritizedandtheorganizationcommitstotakingonafinitenumberofthehighpriorityKRAsthatcanrealisticallybecompletedwithinthenext3to6monthswithavailableresources.
TheleadershipteamstandsupaWorkingGroupforeachKRAandassignsaleaderwithcross-functionalrepresentationfromtheapplicabledepartmentsanddivisionsofthecompanyrequiredtoaccomplishthetask.Generally,theseKRAsrequiresignificantcommitmentandrequiretoptalent,resources,andsupportoftheleadershipteamtocompletethework.WorkingGroupleaderassignmentsgotoupandcominghighpotentialteammates.
Thecompanyseniorleaderteamthenprovidesacharter,inwriting,totheKRAWorkingGrouptodefinetheobjective,resources,andexpectedtimelineforcompletion.
AnotherFreeGift!
YoucandownloadafreesampleoftheKRARoadmapbyvisitingtheresourcespageonourwebsiteat
www.LevelFiveAssociates.com/resources
Inturn,theWorkingGroupassemblestobeginwork.Steponeistodevelopacompleteprojectmanagementactionplaninsufficientdetailtoincludeownership,tasks,timeline,andexpectedoutcomes.
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Alongtheway,theseniorleaderteamstaysinvolvedwiththeWorkingGroupwithscheduledstatusreviews.Theroleoftheseniorleaderteamistofullysupport,resource,andeliminateobstaclesfortheWorkingGroup.
TheKRAisclosedoutbytheseniorleaderteamwhenobjectivesaremetandcompanystandardoperatingproceduresarerevisedtofullycapturethenewdirectionestablishedbythecompletedKRA.
AsKRAsareclosedout,successesarecelebratedwitha“VictoryList”whichsetsanexpectationformomentumandsuccess.Theobjectiveisimprovedprofitabilityandmarketshare.
AsKRAsareclosedout,thenextpriorityismovedupinthequeueforaction.TheseniorleaderteamdevelopsanewcharterforthenextKRA,andthecyclecontinues.
ThelistofopenKRAsdrivesstrategicplanningworkandisupdated/reviewedevery12monthsduringannualstrategicplanning.
BuildingtheStrategicRoadmap
TobeabletobuildtheStrategicRoadmap,youhavetocompletetheseinitialstepspriortotheactualstrategicplanningsession:
1. Socializeyourseniorleadership.ReviewyourMission,Intent,andSharedValueswiththeminaface-to-facesessionwellaheadoftheSPS.
2. Collectivelydevelopyourstrategicassumptions/trends.
3. Select,schedule,andconductaformalexternalassessmentbySMEsforapreliminarySWOT,toincludeanassessmentofyourcurrentfocus,plan,andleadership.
4. LayoutyourRoadmapformat,withtheStrategicPlanningCoreValues.
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HowtoHeattheBarn
Yourstrategyplanningsessionservesastheformaldevelopmentoftheorganization’swayahead.Likethefarmer,youhavetoplanforwinterlongbeforeitcomes.Ifyoujusttendtothetasksathand,thenthere’sastronglikelihoodthecowswillbeinthelivingroombywinter,becauseyouhadnoplantoinstallandmaintainaheatingsystemforthebarn.TheSPS,aswe’llcallit,forcesyourentireteamtoplanforallfourseasons,evenwhenitmaybeadelightfulspringwhenyouconducttheactualsession,andwinterseemsalong,longwayoff.
SettingtheAgendafortheStrategicPlanningSession
Asyouhavenodoubtfiguredoutbynow,conductingtheStrategicPlanningSession(SPS)itselfisnotsomethingyoucanprepareforthedaybeforetheevent.And,youstillhaveonefinalpreliminarystepremaining.Thatstepistosetandpublishtheagenda.Thisblueprintwilldrivetheflowofthesession,soit’sworthspendingacoupleofhoursindevelopingit.
ScheduletheSPSatleast3monthsaheadoftheactualdates.MakeitcleartoyourleadershipthatthisisNOTanoptionalevent.Findasitenearbythathasconferencesupportcapabilities,andestablishacontractsotheycandothelogistics(food,beverages,etc.)YourteamshouldfocusonthecontentoftheSPS.
It’salsoworthconsideringwhoattendstheformalplanningsession.Youwantenoughpeopletheretohavethekindofqualityinteractionandcontributionthatcreatesoutcomes.Ontheotherhand,ifyouhavepeopleattendingwhohaven’tbeenpartofthepreliminarywork,theyareprobablynotgoingtocontributemuchtotheresults.Ouradviceistousethe“TwoLevelsDownFormula.”TheTwoLevelsDownFormula=C-Suite+thenextleveldowninyourorganization.
Finally,werecommendbringinginatleast2outsidefacilitators(externalsupportteam)toguidethetimeline,takenotes,preparetheexecutivesummary,andschedulefollowupactionsasaresultoftheSPS.Aswehavementionedearlier,experiencecounts.YourSPSsupportteamshouldbecomprisedofleadersand
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facilitatorswhohavebeensuccessfulstrategicplannersandledcompanieswithsignificanttopandbottomlineresults.Thisexternalsupportteam’spreliminaryworktodeveloptheSWOT(Strengths–Weaknesses–Opportunities–Threats)iskeytoyoursuccess.
NextStepsAftertheStrategySessionEnds
Within3businessdaysafteryourstrategicplanningsession,theoutsidesubjectmatterexpertswhofacilitatedtheSPSprovideasummaryreporttothePresident/CEO,withspecificcommentsandrecommendationsforapprovalanddistributiontotheattendees.
Typically,strategicplanningsessionsarenotrecorded.Ifthecompanyhasdistributedsites,itmightbeusefultostreamthesessionsomorepeoplecanparticipate.Wherepossible,though,werecommendbringingtheleadershipteamtoonesiteforface-to-faceinteraction.Thelackofformalrecordingusuallypromotesmoreopendiscussion,too.
Theoutsidesubjectmatterexpertteam(SME)willmakenotes,however,andprovidethemtothePresident/CEOintheformofthesummaryreport.Aspartoftheoutsidesubjectmatteroperatingagreement,thespecificnotesofeachstrategicplanningsessionshouldalwaysremainconfidential,nevertobesharedwithanyotherorganization.
Everyquartergoingforward,youshouldconductquarterlyreviewsoverthesucceeding12months.TheseniorleadershipshouldleadeachoftheseRoadmapReviews(2hoursessions).Duringeachmeeting,thebusinessunitdirectorsorKRAWorkingGroupleadersbrieftheirrespectivemanagementplanprogresswithspecificmetricsindicatingsuccess(orlackthereof).Basedontheseupdates,theteammodifiesselectedplansandcorrespondingportionsoftheRoadmapifneeded.
Asyoucaneasilysee,nowthereisastrategicplanningcycleineffect.Youhavesetastandardof“whatrightlookslike”inyourorganizationforbothplanningandexecution.Thisistheheartoftheprocess–planningtoimplementation.
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Seemsverystraightforward,butindeeditismoredifficulttoestablishandmaintainthanitappearstobe.Keepinmindtheculturechangeforatypicalorganizationlookingto“turnthebattleship”is2-3years.That’s3fullSPScycles.
ThisisaMarathon,NotaSprint
Whydoestheprocessofchangetakesolong?Aswe’vetalkedaboutbefore,someofitisanintellectualcomplacencythatsetsinifyoucanconsistentlymakepayroll.
We’veseenmorethanafewstrategicplanningfailures,bothinthemilitaryandthecorporateworld.Theprimaryreasontheyfail(andbyfailurewemeannothingmeaningfulhappensasanoutcomeoftheplanning)isbecausetheseniorexecutivesessentiallytookthecowsforgranted.Theyassumedeveryonewillalwaysbeproductiveandsatisfied,sowhentheyconductedastrategicplanningsession,theeventwasliterallyjustforshow.Ineachinstance,theorganizationbecameintellectuallycomplacent.Noonethinksaboutwinteruntilitcomes.Then,it’stoolatetoheatthebarnwithoutcrisismanagingthewholeoperation.Crisismanagementistheantithesisofgoodstrategicplanning.Itinevitablyleadstocorporatefailure.Soifyou’renotwillingtocommittotheprocessforatleast2-3years–whichshouldcreateatraditionthroughrepetitionandacceptance–don’tgodownthisroad.
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ThoughtsonFarming
We’veusedthedairyfarmanalogyinthishandbookbecauseit’simportanttoconsideryourroleasaleaderinthestrategicplanningprocess–youarethe“farmer”asstewardofyourcompany’sfuture.LevelFiveleadersfocusonthesuccessoftheorganization,notthemselves.
TheNumbersDon’tLie
It’sanestablishedfactthatcompanieswhichinvestinstrategicplanningandthecorollaryleaderdevelopmentprogramsarefourtimesmorelikelytobesuccessfulthanthosethatdon’t.Thatnumbershouldspeakforitself.Butittakescouragetochange.
YouhavetomovebeyondthatshortsightednessifyoureallywanttobeaLevelFiveLeaderandturnthebattleshipthatisyourcompany.Itdoestaketime,energy,andpreparationtoleadstrategically.However,thebottomlineresultsandlong-termexcellenceyouestablishandmaintainwillcreatealegacythatwillfaroutlastyou.Itcan’tbeaboutyou;itmustbeabouttheorganization.Andyoumustcommittotheprocessformorethanonerotation.ThreeyearsistheplanningwindowfortheStrategicPlanningSystemforagoodreason–ittakesthatlongtochange.
Thecyclestartswithacarefulreviewofwhoyouare,whatyoudo,andwhatyourvaluesare.Yourleadershipteamhastoparticipateinthiscriticalstageofyourstrategicplan.InsistontheC-suiteleadersbeingactivemembersofthisreview.Iftheydon’tseemtohavetimetoattendbecauseoftheirbusytravelschedulesandsimilarexcuses,you’llknowtheyarenotbuyingintotheimportanceofthisprocess.Youmustmakeitcleartheydon’thaveanythingbettertodo.
Onceyou’veestablished(orreestablished)yourmission,vision/intent,andsharedvalues,theRoadmapprocesswillhavetraction.Followthrough.Assignyourbestandbrightesttohelpbuildthestrategicplanningsession,andrequireyourseniorexecutivestobethere,too.Everythingyouestablishmusthavemeasurableoutcomes.RequireyourseniorleadersandBusinessUnitLeaderstohave
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managementplanswithtimelinesandmilestones.Followthroughwiththeperiodicreviews.LevelFiveleadersholdpeopleaccountable.
WhenweservedasArmyofficersinSouthKoreaafewdecadesago,theArmyhadaveryshortrotationcycle–1year–foreverypersonassigned.Theresultwasconstantturmoil.Soldiersandleaderscameintoandoutofunitseverymonth;itwasextremelydifficulttobuildcohesiveteams.Wehadasayingthat,“AnythingyoudoinKoreamorethan2timesbecomesfolklore,”becauseifwecouldforceourstrategicplanningprocesstoremainconsistentwiththatkindofturnover,weknewthenewcomerswouldcomeinto,andaccept,anestablishedprocess.Seniorleadersinsistedweremaindisciplinedandconsistent.Itpaidoffinourbottomline:combatreadinesspreventedwar.TheNorthKoreansknewwewereadisciplinedforce,readytofightandwinifneeded.Theyrespectedourreadiness.Theprocessworked.
Youhaveyourownchallenges,hopefullywithouttheseverepersonnelturbulenceoftheArmyinSouthKoreaduringthoseyears.The“folklore”establishedthroughcreatingandimplementingaconsistentStrategicPlanningProcesswillgrowacultureofexcellenceinyourcompany.Innovation,profitability,andbottomlineprofitswillallcascadefromthatculture,ledbyateamoffiercelyloyalLevelFiveleaders.You’llestablishtheenduringfoundationforchangethatwillbetherelongafteryourwatch.So……Goforit!
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AboutUs
Investinginleaderdevelopmentisthebestinvestmentyoucanmakeinyourfuture.LevelFiveAssociatesrepresentsover80yearsofmilitary,corporate,andnon-profitseniorleadershipexperience.WeareArmyOfficerswhohavecommandedDivisions,andwe’realsocompanypresidentsandCEOsofforprofitandnon-profitcompanies.Assuch,weofferunparalleledpracticalleadershipexperience,that’sbeenhonedinthelaboratoriesoftheArmyandbusiness.
“Experienceisaprerequisitetoprogress!NearlynineyearsagoIexperiencedprogressasafriendofMGRobertMixon.HeledmetojointhevolunteercorpsatFtCarson,Co.HisguidanceandleadershipledmetobecomeaGoodNeighborattheFort.Additionally,hisabilitiescreatedafriendshipforthepostandtheCityofPueblo,whichcontinuestothriveandgrow.Priortohiscommandthisconditiondidnotexist.”
~MarvStein
Whetherlargeorsmall,everyorganizationmustgrowandretainleaderstoremainrelevant.OnceyouknowandunderstandtheBig6LeadershipPrinciples™,you’llseeimmediateresultsapplyingtheminyourorganization.PartneringwithLevelFiveAssociatesislikehavingyourown“LeadershipBoardofAdvisors.”Asleadersinthearmedservicesandnon-profitandforprofitbusinesses,wegetit!
MajorGeneralRobertW.MixonUnitedStatesArmy(retired)
MajorGeneral(Ret)RobertW.Mixon,Jr.,retiredfromactivedutyonOctober1,2007,aftermorethan33yearsofcommissionedservice.AtthetimeofhisretirementhewasCommandingGeneralDivisionWest,FirstArmyandFortCarsonColorado,havingpreviouslycommandedthe7thInfantryDivision.
RobertwasanArmorOfficerwhoservedincommandandstaffpositionsthroughouttheArmyintheUnitedStatesandoverseas.Hiscommand
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assignmentsinclude:CommandofLTroop,3rdSquadron,11thArmoredCavalryRegimentatBadHersfeld,Germany;Commandof2ndSquadron,3rdArmoredCavalryRegiment,FortBliss,Texas;Commandof1stBrigade,2ndInfantryDivision,RepublicofKorea;andCommandingGeneral,7thInfantryDivision,FortCarson,Colorado.
Healsoservedinseveraloperations,plans,andtrainingstaffassignments,including:DeputyExecutiveAssistanttoGeneralColinPowell,theChairmanoftheJointChiefsofStaff,andAidedeCamptoGeneralCrosbieSaint,CommanderofU.S.ArmyEurope.
A1974graduateoftheUnitedStatesMilitaryAcademy,MajorGeneralMixonalsoholdsaMastersofArtsinHistoryfromRiceUniversity.HeisadistinguishedgraduateoftheNationalWarCollege(1996),SchoolofAdvancedMilitaryStudies(1987),CommandandGeneralStaffCollege(1986),USMCAmphibiousWarfareSchool(1980),RangerSchool(1974),andtheArmorOfficerBasicCourse(1974).HehasalsoservedatWestPointasanAssistantProfessorofHistory(1982-85).
AfterretirementfromtheArmy,RobertwasnamedPresidentofMagnatag®VisibleSystemsinthefallof2007.InSeptember2009,hebecameExecutiveVicePresidentofUnistel,theemployeeservicescompanyofCDSMonarch,anonprofitforthedevelopmentallydisabledinRochester,NewYork.Sincethattime,CDSMonarchhasbegunapioneeringprogram,WarriorSalute,forVeteranswithTraumaticBrainInjuryandPTSD.
Robertfoundedleadershipcompany,LevelFiveAssociates,LLC,in2009.LevelFiveprovidescompanies,organizations,andindividualswithdynamicleadershippresentationsandtailored,outcomesbasedleaderdevelopmentprogramsandstrategicplanningservices.
RobertandhiswifeRuthliveinPittsford,NewYork,andhavetwosons.BothserveonactivedutyintheUnitedStatesArmy.RoberthasservedontheGovernor’sCommissiononVeterans’Affairs,theBoardofDirectorsoftheVeteran’sOutreachCenterinRochester,NewYork,andontheVeteran’sBusinessCouncil.HeisalsoPresidentoftheWestPointClassof1974.
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