Along with the unexpected consequences of improved leadership and management, simply doing strategic planning tends to boost employee commitment (and in associations, member involvement). This beneficial outcome occurs because of two things: the manner in which employees and members are engaged in the planning process and from the focus the plan brings to everyday operations.
A correctly facilitated strategic planning process should use a team that engages the whole of an organization, not just executive and board leadership. Not only is the perspective from on the ground needed, involving the folks who will do much of the plan’s implementation assures it actually gets done and with buy-in. As referenced in my last post, it’s easier to get buy-in before the fact than to sell an idea after the fact. I’ve seen disasters averted and shortcuts discovered because an employee or member well down in the hierarchy, by part of the planning team, could see what was going to happen.
Planning provides a focus that make most people’s work easier… often linking apparently disparate acts into a whole unified by the organization’s mission. People want to feel part of something and the clear mission and compelling vision spelled out in the strategic plan creates the foundation for a community.
To see the Powerpoint presentation I used at NAR follow this link: http://pnwconsult.com/NAR DC 2009 VO.pptx or http://pnwconsult.com/NAR Midyear 2009.ppt
No comments:
Post a Comment