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Strategic Planning Sessions

Too often we find organizations have conflicting goals which lead to the lack of focused commitment. If you have a common set of targets and opportunities to work toward there can be a true morale boost to equip the professionals in the organization. We believe it is important that organizations considering this type of effort develop the focused commitment and team building necessary to ensure success during these challenging times. We have seen the results of these strategic efforts lead to more efficient and effective services.

We recommend the incorporation of the following particulars in a strategic planning process. Of course, this is merely a guide, we would customize our approach to specifically meet your needs. We would:
  1. Meet with the executive group to develop the appropriate time tables, logistics and end results desired or needed through the planning effort.
  2. Direct the appropriate logistics and preparation for the planning day(s).
  3. Provide pre-reading materials for all
  4. participants to study prior to attending the planning retreat.
  5. Develop an opening presentation to focus the efforts of the planning retreat participants.
  6. Develop a common set of planning areas for brainstorming purposes to be utilized at the retreat. Click here for ten key questions.
  7. Break the planning participants into small groups for brainstorming efforts in the focused areas mentioned above.
  8. Allow goal reports from various small groups to be voiced. The goals would be placed upon the flip chart paper around the room, which would be used for further plan development.
  9. Involve the entire group in merging, deleting or expanding the overall goal list using a group consensus process.
  10. Prioritize the goals as:
    1. Commit to 100% accomplishment.
    2. 80% accomplishment or
    3. 60% accomplishment
    This sends a message as to what is important. We would also post the goals as:
    • RE (Revenue Enhancing)
    • CC (Cost Containing)
    • QI (Quality Improvement)
    (We use this system so there is a common reasoning for each goal and a common message for all executives as to why we are trying to accomplish a certain goal. These categories were developed because one needs to understand there is a primary justification for each goal. This does not mean there can’t be backups, but we want some primary diagnosis and justification for each goal as to why we are trying to focus on that particular result.)
  11. Prioritize goals into appropriate time frames such as 1, 3, or 5 years (these can be determined prior to the actual retreat day). These time frames can be determined as part of the strategic planning retreat.
  12. At the completion of this "boil-down" process, the final goals with justification, time frames and priorities would have individuals volunteered or assigned to focus on involvement in those areas. Chairpersons would be selected for each of the goal areas to build a true sense of what is to be accomplished, under the timeframe, for what reason and at what priority level. There would have been understanding as to who is going to be working on what goal and who is leading the effort for that targeted result grouping.
The final product of the strategic plan would be a document prepared by Maun-Lemke listing the goals by goal area. This matrix document would provide a justification code, timeframe, prioritization and the group of individuals responsible for working on that goal. This document would then be published and presented to all retreat participants and key individuals so there can be targeted evaluation on an ongoing basis to determine how we are performing to our plan. This document serves as a method for ongoing reporting and implementation of efforts against the goals.

In developing our approach to strategic planning we have been very successful in working with organizations in the accomplishment of a planning process such as the one mentioned above. Clint’s responsibility is as the retreat facilitator to develop a boil down approach so attendees leave the planning retreat knowing they have accomplished a measurable set of targets to focus our efforts on in the future. It will be understood exactly who will be working on what targeted areas and the priorities assigned to each of the areas. It becomes important for the steering committee to lead the organization toward accomplishment by encouraging those responsible individuals to continue to meet and work on the methodologies for accomplishing the various goals outlined during the strategic planning day.

If you’d like more information on how we can assist you in this area, please contact us for further information and assistance.