Perspectives  Dallas Chapter of ASTD Membership Newsletter  -  November 2006  << Table of Contents <<

Strategic Planning Can Change Your Organization’s Future

Part Two:  Tips for Maximizing Strategy Sessions

by Elaine Morris

 

Agree on the Purpose

Where are you in the strategy process?  Is there already a long term strategy in place?  A strategy is dynamic and must continually be updated and recreated.  Or is the vision for the future unclear and only short term goals have been addressed?  Is this a new team or new division? Has there been a major change in your industry that requires a fresh approach?

 

Clarify Outcomes

Have a conversation with your team to identify the deliverables from your time together.  The following gives you a sample of possible topics.  Remember you cannot do it all and do it well.

  • Debrief the accomplishments and set-backs of the ending year

  • Build teamwork, alignment and the ability to work together more cohesively

  • Set clear goals for the up-coming year

  • Implementation plans for achieving annual goals

  • Budgeting, cash flow and allocation of resources

  • 3-5 Year Strategic Direction

  • Design organization’s “Hedgehog concept”

  • Brainstorm and make decisions on new products, marketing ideas, technology

  • Analyze employee productivity, morale and training needs

  • Succession planning

  • Org chart changes

  • Solve specific operational problems

 

Leverage Your Time

The biggest mistake is to wait until the off-site to discuss purpose, outcomes and specific topics.  That is a sure recipe for disappointing results and low return on your investment of time and resources. 

 

Consider the “burn-rate” – the real cost of 8-12 executive’s time over the course of two-three days, plus the hotel, meals, travel and facilitation fees.  The costs are staggering!  One team estimated the costs at $60,000 a day and that did not include the “lost opportunity factor” – deals that were not being done while they were out of the office.  That is $7500 an hour.  And if someone is late to the meeting, the cost per minute is $938. 

 

Sufficient pre-planning will help you maximize the benefits of this investment. 

Hold a series of executive team meetings starting no less than 3 months prior to the off-site.  Narrow down the focus:

  • Decide what issues are most important

  • In what order will they be addressed

  • What time frame – 2-4 or 3-5 years?

  • Agree on how much time will be spent on each issue

  • Identify specific objectives for each topic

 

Prepare For Your Topics

Identify the information and pre-work that will make decisions go smoothly.  This will likely include:

  • External data requirements – trends in the economy, your industry

  • Internal data – key indicators and all other relevant measures and information

  • Reading required by each team member attending – this may be a chapter of a book, an entire book or articles that pertain to the topics being addressed. 

Be sure to give members sufficient notice and be clear about the reason for the pre-work.

 

Choose a Great Location

Choose a venue that is conducive for your focus, your team’s interests and style.  Most teams enjoy getting out of town, but do not want extensive travel.  An hour or two drive from your office is ideal.  When team members are located all over the world that is not possible.  In that case, choose a location that is the easiest on people’s time.  

 

A smaller, boutique property creates a feeling of relaxation and usually gives you a higher level of attention and service.  Being out in nature and near water provides relaxation.  I personally like places close to the Dallas area, like the Inn on the River in Glen Rose, or Rough Creek Lodge, also in Glen Rose.  The former is less expensive and more casual, while the latter has a more luxury feel and excellent food.  Both places are quiet, intimate and have high tech meeting rooms with nice views. 

 

Plan Activities

Make plans for some down time like fishing or a GPS scavenger hunt.  Some hotels provide ropes courses, chili cook-offs and historical tours.  Arrange for massages or reflexology sessions for those who have been overworking.  Hold dinners in private rooms and encourage conversations that include personal sharing.  A good facilitator uses down time activities and meal times for steering the conversation away from business and towards building friendships and connection. 

 

In summary, the point of your off-site is to gain a fresh perspective, build relationships, envision the future and come away with true alignment on where you are going and how you will get there.  If done well, this will change your organization’s future!

 

About the Author:  Elaine Morris is principal consultant and founder of Sea Change Inc, an organizational effectiveness firm based in the Dallas/Fort Worth area.  A frequent keynote speaker and workshop presenter on leadership, corporate culture and personal growth, Elaine works with leaders and their teams to create productive and rewarding work environments.  Elaine has been a member of Dallas ASTD for 5 years and has served on the Dallas ASTD leadership team.   More information on her is available on her website: http://www.seachangecoach.com/ or contact Elaine by phone at 972-407-0648.