Planning, Strategy, and Context: your people matter.

As you may know, I am studying for my Doctor of Education in Organizational Leadership, at Brandman University.  Today in my Strategic Planning class we had a great webinar.  One of the best features of this program is continuously tying our learning content to our change project, and our research efforts.  It is what make this program exceedingly practical, and results-driven.

So our discussion was about understanding strategy, and developing awareness of roadblocks to strategic planning.  Two huge considerations are methodology for planning, and the planning context.  First thing to note is they relate to each other.  Your context will dictate how you plan, so this is one of the first discussion to have with the planning team.

It is a good subject on which to get help from a consultant.  But, whomever you hire must be methodology agnostic.  They must have knowledge of several methodologies and be able to understand your context and guide you through selecting a methodology that the team can agree on.  The consultant helps you discover what fits, rather than prescribes a methodology.

Now what I am about to say is not an advertisement for me being your consultant.  It is to illustrate what you should hear from your consultant.  I do not care which methodology you use.  I care that it produces results and capacities to take new actions which contribute to you reaching your goals.  Whatever fits and works is the best.

I believe the first responsibility of a leader is to get followers what they need to do their jobs.  The biggest failure of leadership is to not take care of followers; to set expectations and not give them what they need to reach them.
Why do I mention this?  We discussed context for planning.  One of the things we get focused on when discussing leadership, is what leaders need.  We must be on guard against that.  Our goal should be to have people so well trained and equipped, they are able to leave, but so valued and listened to, they do not want to.

Then our planning efforts will be easier.  Dedicated employees who are engaged, will make planning work.  While we were discussing planning, I was reminded of “The Plan.”  It a story that illustrates context, and a culture of “proper” communication, over the truth.  I wish I knew who wrote it.  I first saw it as a young lieutenant in the Air Force.  There are various versions.  Here is my favorite (language warning):

The Plan

In the beginning, there was the Planning Team.
And then came the Assumptions.
And the Assumptions were without form.
And the Plan was without substance.
And darkness was upon the face of the Workers.
And they spoke among themselves, saying, “It is a crock of shit, and it stinks.”
And the Workers went unto their Supervisors and said, “It is a pail of dung, and we can't live with the smell.”
And the Supervisors went unto their Managers, saying, “It is a container of excrement, and it is very strong, such that none may abide by it.”
And the Managers went unto their Directors, saying, “It is a vessel of fertilizer, and none may abide its strength.”
And the Directors spoke among themselves, saying to one another, “It contains that which aids plant growth, and it is very strong.”
And the Directors went to the Vice Presidents, saying unto them, “It promotes growth, and it is very powerful.”
And the Vice Presidents went to the President, saying unto him, “This new plan will actively promote the growth and vigor of the company with very powerful effects.”
And the President looked upon the Plan and saw that it was good.
And the Plan became Policy.
And this is how shit happens...

Happy Planning!