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The Four Horsemen of Strategic Development
I. If there was a particular sequence to start from, it would be the AWARENESS model. Why? Because, before we can improve
our effectiveness, we must first examine the levels of current performance. As Socrates said, "the unexamined life is
not worth living." To achieve this objective, we begin with the Organizational & Individual Strategic Analysis Workbook.
Critical past and present performance data is compiled in concert with a strategic Corporate Culture Survey and Climate Evaluation,
the latter of which is also given to the workforce in order to conduct a gap analysis that will measure the differences between
what executive management perceives and the workforce actually believes. Once the workbooks are completed, they are turned
in to be compiled into one document. Copies are then made and redistributed to the strategic planning team just prior to the
commencement of the two day Strategic Analysis Workshop, the purpose of which will be to facilitate informed decision making
and reach consensus on the top three areas of focus in a number of categories that the company will zero in on for achievement
in the coming year.
What ever gaps emerging from the analyses will beg the questions, "what does this mean?" and "where do
we go from here?"
II. The next phase of the four part process is the PLANNING model. At this juncture, The Organizational Plan of Action
(O.P.A.) is where the results of the Strategic Analyses is further synthesized and broken down into specific goals to continue
to lay the foundation from which your Strategic Plan will form, be communicated, and translate into reality.
A key part of the strategic development, in addition to the operational goals, is the identification of the various critical
human capital development needs throughout the balance of the organizaton. The beginning point, the executive team, will lead
this endeavor by beginning with their own executive development in the next phase of the process.
III. In concert with the O.P.A. is the third of the four horsemen, the DEVELOPMENT model. Motivation behind the entire
process typically emanates from a strong desire for a new and better "WHAT" that will satisfy the needs of employees
and shareholders. Interestingly, however, it's not "what" has to change initially. It's "who" has to change---and
if change is going to take place, it has to begin with me---is the attitude that all should have in order for positive change
to be effected where needed. Why is this important? Simply put, if I, for example, want to realize better results ( get a
new and better "what"), then something has to change. If I continue doing what I've always done, I'll continue getting
what I've always gotten. So in order for me to get a better result in any discipline, I have to become some things. To get
better results in time organization, I have to BECOME a better manager of time; in communication, I have to BECOME a better
communicator; BECOME a better delegater, decision maker, problem solver, motivator, trainer---if I expect to get a different
result. So, in order to enlarge my capacity to ACHIEVE MORE, I have to BECOME MORE. Always, it's the becoming goals that precede
the achievement of material goals, and, especially and specifically, in terms of leading HUMAN BEINGS to greater heights of
success. Controlling myself to engage in the proper disciplines is no small matter. Creating and controlling results through
others, we know, is even more of a challenge; which is why this phase is so critical to the entire process. It's in this part
of strategic development that the focus is on "INCREASING THE VALUE OF HUMAN CAPITAL" and enlarging the capacities
of each team member. Naturally, we begin at the top which is where we find ourselves. The speed of the leader is the speed
of the group as the attitude of the leader is the attitude of the group. Hence, we start with the "Effective Organizational
Leadership" development process. It is a ten lesson, eleven session process designed to take your executive team to levels
of performance and leadership never before reached. At Capital Leadership Associates, we are strong believers in LEADERNOMICS®,
especially TRICKLE DOWN LEADERNOMICS®. Why? Because leadership starts at the top and filters downward as it emanates from
above. The character and culture of a workforce is the mirror of its leadership, and, is sometimes a difficult reflection
to gaze at. But then, that's the purpose of this most critical dynamic in the Strategic Development System & Process.
Frogs become princes and princes become kings.
IV. Finally, the "belle of the ball", is the RESULTS model. A specially commissioned and designed software was
developed to accent and facilitate what is called the Results Management System." This state-of-the-art tracking system
was designed to provide virtual reporting by each executive team and/or strategic planning member generated by the software
to be brought to the monthly Results Management Sessions, the purpose of which is to drive goals to fruition by year's end.
The monthly RMS session is facilitated by your Strategic Development Consultant and covers a review of the last thirty days
and "did we achieve our 30 day objective?", and, of course, a look in advance at the next 30 days knowing that what's
gets measured typically gets done.
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| A Strategic Development Brainstorming Team |
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AWARENESS
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PLANNING
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DEVELOPMENT
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RESULTS
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