To this point in the "Benefits of Deliberate Establishment" series I have talked about some of the chief organization-related benefits: more effective control over organizational change, additional operative management of growth to goals and increased focus on the critical issues. The article elaborates to us about the Benefits of Strategic Planning Raleigh North Carolina.
Invest time in forecasting to plan. Get commitment from the CEO and senior management. Make sure that the CEO and senior management will be active participants. This means clearing their schedules to ensure attendance in all face-to-face deliberate thinking sessions. Be sure they understand that the commitment of resources extends beyond face-to-face deliberate thinking sessions.
This could mean giving some carefully chosen employees positions on the Thoughtful Formation Committee that guides the entire process. It could also mean holding brainstorming sessions or retreats, with or without consultant facilitation, on specific aspects of the plan that are meaningful to certain groups, and bringing this data back to the formation table.
Invite input from a wide variety of sources. Definitely gather your executive team together for a specific strategic planning session, but don't stop there. Beforehand, invite employees at all levels of the organization, shareholders, customers, suppliers and advisors for their ideas. Ask specific questions appropriate to your audience. For example, you could ask customers what they think you do well and what other products or services they would like to see you offer.
Trust: The last big benefit of deliberate formation to employees that will be discussed here is increased trust. Essentially, when employees are involved in a deliberate formation process, trust in leaders can be increased because the process becomes transparent to some extent. When employees are not involved in the deliberate founding process, they often feel as though management is holding closed door meetings about the future of the company - something employees have a vested interested in and want to know about and contribute to.
Conduct the deliberate preparation activities. Work with the facilitator to determine the logistics of any pre-session activities. Determine how those activities will be conducted --- by phone, email, fax or mail? Who will disburse the information? Who will gather the responses, compile and distribute summaries? Determine who is to be contacted? Work with the facilitator to develop an agenda for any face-to face deliberate thinking sessions.
Customer/Client Involvement: At the other end of the spectrum, and possibly surprising, deliberate formation can be an opportunity to involve clients and customers. While it is probably not advisable to include clients on the Deliberate Formation Committee, due to the obvious conflict of interest, it can be quite useful to gather client input so the organization can plan to respond in tangible ways to client needs and interests.
Make deliberate formation an ongoing activity rather than one that is conducted every three or five years. Deliberate planning provides your organization with the foundation for sustainable growth. It helps you know where you want the organization to go and when you have achieved your goals. Deliberate planning not only helps you manage change, but profit from change. It improves your rheostat over those armies that distress you and helps you to retort more successfully to those armies that you cannot regulate.
Invest time in forecasting to plan. Get commitment from the CEO and senior management. Make sure that the CEO and senior management will be active participants. This means clearing their schedules to ensure attendance in all face-to-face deliberate thinking sessions. Be sure they understand that the commitment of resources extends beyond face-to-face deliberate thinking sessions.
This could mean giving some carefully chosen employees positions on the Thoughtful Formation Committee that guides the entire process. It could also mean holding brainstorming sessions or retreats, with or without consultant facilitation, on specific aspects of the plan that are meaningful to certain groups, and bringing this data back to the formation table.
Invite input from a wide variety of sources. Definitely gather your executive team together for a specific strategic planning session, but don't stop there. Beforehand, invite employees at all levels of the organization, shareholders, customers, suppliers and advisors for their ideas. Ask specific questions appropriate to your audience. For example, you could ask customers what they think you do well and what other products or services they would like to see you offer.
Trust: The last big benefit of deliberate formation to employees that will be discussed here is increased trust. Essentially, when employees are involved in a deliberate formation process, trust in leaders can be increased because the process becomes transparent to some extent. When employees are not involved in the deliberate founding process, they often feel as though management is holding closed door meetings about the future of the company - something employees have a vested interested in and want to know about and contribute to.
Conduct the deliberate preparation activities. Work with the facilitator to determine the logistics of any pre-session activities. Determine how those activities will be conducted --- by phone, email, fax or mail? Who will disburse the information? Who will gather the responses, compile and distribute summaries? Determine who is to be contacted? Work with the facilitator to develop an agenda for any face-to face deliberate thinking sessions.
Customer/Client Involvement: At the other end of the spectrum, and possibly surprising, deliberate formation can be an opportunity to involve clients and customers. While it is probably not advisable to include clients on the Deliberate Formation Committee, due to the obvious conflict of interest, it can be quite useful to gather client input so the organization can plan to respond in tangible ways to client needs and interests.
Make deliberate formation an ongoing activity rather than one that is conducted every three or five years. Deliberate planning provides your organization with the foundation for sustainable growth. It helps you know where you want the organization to go and when you have achieved your goals. Deliberate planning not only helps you manage change, but profit from change. It improves your rheostat over those armies that distress you and helps you to retort more successfully to those armies that you cannot regulate.
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