Developing Your Personal Strategic Plan
Developing Your PersonalStrategic PlanA practical tool for exceptional leadersPresented by Paul Ciminelli and Cheryl MayNAIOP CEO Retreat, January 14 16, 2008Advanced Management Institutefor architecture and engineeringA Business Unit of
Developing Your Personal Strategic PlanCopyright Notice 2008 All materials copyright Advanced Management Institute and FMI Corporation.All rights reserved.Page i
Developing Your Personal Strategic PlanW HO S HOULD U S E T HIS W O RKB O OK ?This Developing Your Personal Strategic Plan workbook isdesigned for CEOs who are seeking clarity in the directionand purpose of their professional and personal life.Creating a personalstrategic plan is theultimate exercise inPersonal Leadership.Knowing your purpose in life is critical to your professionaland personal development. Creating a personal strategic planprovides you with a compass – pointing in the direction you wantto go.W HA T I SAP E RS ONA L S T RATE GIC P LA N ?A personal strategic plan creates your roadmap of action for the next year – providing abasis for decision-making and standards by which to live. Your personal strategic planhelps you maintain balance in each area of your life, so you are more effective as a leader,spouse, parent, friend, and community member.Your plan will help you understand where to put your attention and energy, how tobalance the different aspects of your life, and how to know when something is going outof balance in time to take corrective steps.W HY C REA TEAP ER S ONAL S TRA TE GIC P LAN ?Although you may know your life’s mission intuitively, or have a personal missionstatement, you may have found that you have difficulty living in alignment with it, andtaking action to make it come about. As a CEO you are charged with setting thedirection for your employees, aligning resources to ensure everyone is working in thesame direction, and motivating everyone to work towards organizational goals. Apersonal strategic plan can help you keep your life in balance so that you can moreeffectively perform each of these functions.Setting DirectionCreating a personal strategic plan is a powerful exercise in taking leadership of your ownlife. You have probably experienced the frustration of trying to juggle your roles asCEO, employer, parent, spouse and community member. Having a personal strategicplan can lessen these struggles by keeping you focused on what really matters in your life,both professionally and personally. It helps to clarify the fundamental philosophy andpersonal values under which you wish to operate, as well as how these values affect yourroles in life.Page 1
Developing Your Personal Strategic PlanFor CEOs facing many demands and responsibilities, it is easy to over commit to onearea of life, then to turn around and overcompensate in another. For example, a leaderwho is falling out of balance may spend six months working day and night on a hugeproject, only to realize that he/she has hardly seen the kids – and tries to make up for itby showering them with toys or splurging on a spectacular vacation, when what theywant and need is an engaged parent.Another example is the CEO who knows that ignoring a personal exercise regimen andtoo much weight gain are not healthy, yet takes no action because “I can’t afford thetime away from work.” How many of those CEOs end up in the emergency room, thecardiologist’s or oncologist’s office – at great detriment to the very business they thoughtthey were serving? We all want to be healthy, but unless we set a goal to take care of meand outline the actions needed, it is unlikely to happen spontaneously.Having a personal strategic plan can enable you to better articulate to yourself, colleaguesand family members what personal work you are engaged in each year, and why thesethings are important to you.Aligning ResourcesCreating a personal strategic plan helps you identify how you should best prioritize yourtime and talents, as well as where you should invest your life. It will enable you toidentify activities that encourage the kinds of personal development that will most helpyou achieve your goals and live your life in balance. There are no “right”activities that everyone should engage in – your plan will helparticulate what is “right” for you.Y OU R P ER S ONAL S TRA TE GIC P LANIS AL IV IN G D OCU MEN TThink of your plan asa living documentthat will change andgrow with you.Think of your plan as a living document that will change and growwith you. By keeping your plan in front of you, you will always knowwhether you are in alignment with your goals, whether any action youcontemplate fits into your plan, and whether or not your life is inbalance.You should plan to evaluate your progress regularly, perhaps every other week or everymonth, with a major review once a year. You might consider going on an annual retreat– perhaps with family – and set aside time to review and update your plan.Page 2
Developing Your Personal Strategic PlanT HE F IV E A REA SOFY OU R P LANYour personal strategic plan for each year will cover five areas: Me – your personal goals for yourself, including physical and spiritual goals. Family – goals for your spousal relationship, parenting, and personal social lifewith friends and family. Business – identify a limited number of goals to accomplish each year in your CEO – as the CEO your job is to watch the horizon for trends affecting the Community – Your goals for being involved in your community, perhapswork with others in the company.business, to create and lead the firm’s vision, to develop yourself as a CEO, toidentify and develop your successor, and so on. Identify what you will do thisyear to develop as a CEO.including charitable giving, volunteer work, coaching a sports team, or someother option.Page 3
Developing Your Personal Strategic PlanC REATI NG Y OUR P E RS ONA L S T RATE GIC P LA NStep ① – ME: Your Person al G oalsFor each area below, list your priorities and think of the simplest, most logical first stepyou can take. It may be tempting to put down that you want to lose 40 pounds, run in amarathon, meditate every day – but the reality is that such big changes won’t fit into yourcurrent schedule or patterns of behavior. Too big of a change will be exciting for a week,then fun for ten days, then disruptive after two weeks – and then you’ll stop.So what level of change can you actually take on? Pick something very simple andsustainable to start with. Once you get good at managing your personal strategic plan,you will know your own capacity for change and you can bite off appropriate chunks.Remember, this plan is only for this year. At the end of the year you’ll review your plan,see what you accomplished, and set new goals for next year.Example:Physical:What results I wantLose 5 pounds and improve cardio fitness.Spiritual:Make time for prayer or contemplation everyweek.Other:You may want to consider setting other goalssuch as intellectual or emotional.What’s the first step? Buy a bicycle Ride to/from work twice a week.Build up to where I can ride severalmiles without stopping.OR Buy running shoes Run 2 days per week. Build up towhere I can run one mile withoutstopping. Get up ½ hour early one day aweek and spend that time in a quietspot. No cell phones.Remember that your goals need to be achievable, and if it is something like adding anexercise regiment to your life, it needs to be realistic.Page 4
Developing Your Personal Strategic PlanOK, it’s your turn.What results I wantWhat’s the first step?Physical:Spiritual:Page 5
Developing Your Personal Strategic PlanOther:Other:Page 6
Developing Your Personal Strategic PlanStep ② – FAMILY: Your Goals for your relationships, family an dfriendsExample:Spouse:Children:What results I wantMore time with my spouse.What’s the first step? Calendar schedule one date nightper month with spouse. Plan one activity with son per week.Other Family:Establish solid relationship with sonbefore he goes to college.More activities for senior mom.Friends:Maintain closer friendships. What results I wantWhat’s the first step? Investigate senior center activityschedule.Organize annual ski trip.Your plan:Spouse:Page 7
Developing Your Personal Strategic PlanWhat results I wantWhat’s the first step?Children:Other family:Page 8
Developing Your Personal Strategic PlanWhat results I wantWhat’s the first step?Friends:Other:Page 9
Developing Your Personal Strategic PlanStep ③ – Business: What business goals will you accomplish withinyour firm this ye ar?This section is not about your company’s goals for the year, but your goals forspecific initiatives you want to take yourself or foster within the firm this onsistencyWhat results I wantGive developing executives challengingassignments to learn from – withoutjumping in myself!Become more consistent in my approach.What’s the first step? Let people do their work. Let them come to me for helpinstead of stepping in and takingover. Make a simple list of how I wantto handle stress, difficultsituations, opportunities,celebrations. Check with myself before reactingto any situation – am I beingconsistent?Your Business Goals for this year:What results I wantWhat’s the first step?Goal 1:Page 10
Developing Your Personal Strategic PlanWhat results I wantWhat’s the first step?Goal 2:Goal 3:Page 11
Developing Your Personal Strategic PlanStep ④ – CE O: How will you develop yourself as the CEO this ye ar?Example:Scanning thehorizonDevelopmentinside theorganizationWhat results I wantIdentify 3 trends that will affect our firmnext year.What’s the first step? Subscribe to Futurist magazine.Improve my listening skills with employees. Build inquiry by asking questionsfirst before giving my opinions. Attend the NAIOP CEORetreat.Development Build a peer relationship with 3 otheroutside theCEO’s this year.organization.Your CEO Development Goals for this year:What results I wantWhat’s the first step?Scanning thehorizon:Page 12
Developing Your Personal Strategic PlanWhat results I wantWhat’s the first step?Developmentinside theorganizationDevelopmentoutside theorganization.Page 13
Developing Your Personal Strategic PlanStep ⑤ – Community: H ow will you contribute to your c ommunity t results I wantTo become an engaged giver.What’s the first step? Give of my time first and moneysecond.Make a meaningful contribution. CommunityGet involved on a board of directors.organizations Contact a local university aboutmentoring students, guestlecturing.Use my area of expertise to chaira master plan committee for amajor renovation of a statehospital.Your Community Participation Goals for this year:What results I wantWhat’s the first step?CharitableGiving?Page 14
Developing Your Personal Strategic PlanVolunteerwork?Communityorganizations?Page 15
Developing Your Personal Strategic PlanOtherPage 16
Developing Your Personal Strategic PlanH OWTOU S E Y OUR P E R SO NAL S T RAT E GIC P LA NHaving a plan helps you check and see if you’re staying on track with your goals. Using itbecomes a way of life – this isn’t a one-time event, but a lifestyle change. Youshould keep your plan in front of you as much as possible, and reviewit to see how you’re doing on a regular basis.Your personal strategic plan offers you a baseline to measure against.Are you taking action in each of the areas you identified?Always look for areas that you need help with. Your plan can – andlikely needs to be – a collaborative effort. Identify those who youknow you well enough and who spend enough time with you to let youknow if you get off track.Take a collaborativeapproach to yourpersonal strategicplan and enlist helpin getting feedback.This could be your spouse, your executive coach, or friends in the community. Shareyour plan with them, and then meet on a regular basis to review where you are, perhapsat a monthly breakfast meeting.Keep your plan simple. Continue to look for areas that are out of balance if you aretaking a lot of action in one area and not in the others, you are falling out of balance.Take action early.You may want someone to help you with only a specific area. Determine if you needextra help from your executive coach or a trusted friend. Consider that someone outsideyour industry can give you a different, fresh perspective.M AIN TAININ G Y OU R P ER S ONAL S TRA TE GIC P L ANThe key to maintaining your personal strategic plan is simplicity andregular review.Your personalstrategic plan is away of life, not aone-time event.You should have an appropriate number of achievable goals for eacharea - if this is your first time using a personal strategic plan, threegoals in each area may be a good start. Be wary of the temptation tocreate a long list of goals that you won’t really be able to accomplish.Make it easy to regularly review your goals: schedule time to review your plan every month; keep your goals in front of you – in your Blackberry, on your desk, as yourscreen saver.Page 17
Developing Your Personal Strategic PlanPlans are only as effective as they are fresh and usable. Set an annual time for deepreflection and use it to update your plan for the next year. Consider taking a personalretreat or a family retreat, and set time aside to think deeply about your plan, and set newgoals for the next year.Remember to celebrate your accomplishments! It is not easy to change our behavior orour selves. or to take control of our time and where we put our energy. In addition tolooking ahead, give yourself time to review and take pride in what you haveaccomplished.M AKIN G A C O MM IT MEN TTOW ORKI NG Y OUR P LANAnyone who has ever tried a crash course in anything – dieting, exercise, learning a newlanguage – can tell you that trying to make a change can be difficult.Make a commitment to yourself to work your plan for at least a year. Give yourself achance to work through all your goals, to find your “plan partners”, to get used to havinga plan and reviewing it regularly.This isn’t a one-time event – it’s a lifestyle change.What steps will youtake to commit toyour plan?Page 18
Developing Your Personal Strategic PlanWhat will your lifefeel when your planis working?How does it feelwhen you’re not inbal ance? How doyou know you aredrifting out ofbal ance?Page 19
Developing Your Personal Strategic PlanWhat steps will youtake when youidentify that youare getting out ofbal ance?E M OTI ON AL I NTELL IGENCEEmotional Intelligence is the ability to monitor one's own and others' feelings andemotions, to discriminate among them and to use this information to guide one'sthinking and actions. This includes an array of competencies and skills that are strongfactors in driving leadership performance.Daniel Goleman's model of Emotional Intelligence as it applies tobusiness outlines four main areas: Self-awareness — the ability to read one's emotions andrecognize their impact while using gut feelings to guidedecisions. Self-management — involves controlling one's emotions andimpulses and adapting to changing circumstances. Social awareness — the ability to sense, understand, and reactto others' emotions while comprehending social networks. Relationship management — the ability to inspire, influence, anddevelop others while managing conflict.Your “EQ” is thegreatest predictorof leadershipsuccess.All four of these areas are part of the CEO’s toolbox, and are an important part of usingand benefiting from the personal strategic plan.Page 20
Developing Your Personal Strategic PlanR EADIN G F OR S ELF D EVEL O P MEN TPart of your plan for either developing yourself or scanning the horizon for your firm’sbenefit likely involves expanding your reading.Here are some books that may offer you help and ideas for your self-development. Dan Baker, Cameron Stauth, What Happy People Know: How the New Science ofHappiness Can Change Your Life for the Better, St. Martin’s Griffin, 2004. Malcolm Gladwell, Blink: The Power of Thinking Without Thinking, Bay Back Books,2007. Daniel Goleman, Emotional Intelligence: Why It Can Matter More than IQ, BantamBooks, 2006 (Updated anniversary edition.) Gregg Levoy, Callings: Finding and Following an Authentic Life, Three Rivers Press,1998. David Whyte, The Three Marriages: Reimagining Work, Self and Relationship,Riverhead Hardcover, 2009.A DDITI ONAL T O OL S F O R Y OU R D E VEL OP MEN T : A SS ES S MENT SOne of the most often quoted sayings applied to leadership is the ancient inscriptionover the lintel at the temple of Delphi: Know thyself. Self-knowledge has become akeystone of modern leadership development, and many tools have been developed thatcan help us understand our own strengths, communication styles, developmentchallenges, and so on.These instruments are typically administered by a certified practitioner who is trained inthe interpretation and debriefing of the results, and how you can best make use of them.Harrison AssessmentsHarrison Assessments provides proven tools to assist in the selection, recruitment anddevelopment of employees. For CEOs, there is an ‘upper management template’ thatallows you to compare your individual traits, preferences and competencies to othersenior leaders across North America. This tool also allows you to incorporate yourcompany's values and culture into the assessment for the purpose of employee selection,development and retention. The Harrison allows you to leverage the strengths of yourpotential and existing employees and discover the hidden paradoxes or inconsistenciesthat can impact job performance and satisfaction.Page 21
Developing Your Personal Strategic PlanMyers-Briggs Type Indicator (MBTI )The Myers-Briggs Type Indicator (MBTI ) assessment offers a foundation forunderstanding individual differences and applying that understanding to the ways peoplethink, communicate, and interact. The MBTI assessment is used to develop individuals,teams and organizations to meet today’s challenges in such areas as communication,team building, leadership and career management. Form Q has 144 items and providesnot only the four-letter type but also results for 20 facets of that type. It requires only 20minutes to complete.Fundamental Interpers onal Rel ations Orie ntation–Be havior (FIROB )The Fundamental Interpersonal Relations Orientation–Behavior (FIRO-B ) assessmenthelps people understand their own behavior and that of others in interpersonalsituations. It is used to clarify human interactions in both business and personalsituations. It explores three basic interpersonal needs (Inclusion, Control and Affection)along two dimensions (Expressed and Wanted). The FIRO-B assessment can be used asan integral part of team-building initiatives, management training programs, personaldevelopment plans and communication workshops. Requiring only 15 minutes tocomplete the 54 items, the FIRO-B tool quickly sets the stage for self-understandingThomas- Kilmann Conflict M ode Instrume nt (TKI)The Thomas-Kilmann Conflict Mode Instrument (TKI) is the world’s best-sellinginstrument for conflict resolution. The 30-item, forced-choice inventory identifies aperson’s preferred conflict-handling mode, or style, and provides detailed informationabout how he or she can effectively use all five modes—competing, collaborating,compromising, avoiding and accommodating. Using the TKI, individuals can learn tomove beyond conflict and focus on achieving organizational goals and businessobjectives. Organizations can apply the TKI to such challenges as change management,team building, leadership development, stress management, negotiation andcommunication. This assessment should take about 20 minutes to complete.FMI 360 FeedbackFMI 360 Feedback Assessment is a tool to provide focus, clarity and insight intoindividuals and organizational development and performance. FMI 360 Feedbackprovides a cri
This Developing Your Personal Strategic Plan workbook is designed for CEOs who are seeking clarity in the direction and purpose of their professional and personal life. Knowing your purpose in life is critical to your professional and personal development. Creating a personal strategic plan provides you with a compass – pointing in the .
Sep 05, 2017 · STRATEGIC PLAN FORMAT 2017-2020 . The sample strategic planning format uses a one page Strategic Map format to identify areas of focus for the Plan. From the Strategic Map, a Strategic Plan is created to advance strategic priorities for the coming 1-3 years. The plan accomplishments a
Strategic Plan and the process . used to create the Plan in four sections: 1. The Process: An overview of the process used to create the Strategic Plan. 2. Strategic Insights: A summary of the six insights that provided a foundation for the development of the Strategic Plan. 3. Strategic Plan Overview: A one-page summary of the Strategic Plan. 4.
Strategic Improvement Plan 2017-2020 Page 1 Strategic Improv. Plan Strategic Improvement Plan Template Forsyth County Schools Strategic Plan Goal Area Culture and Climate Forsyth County Schools Strategic Plan Performance Objective #1 Acquire, develop, and retain excellent staff for
The Strategic Management Process 15 Developing a Strategic Vision: Stage 1 of the Strategic Management Process: 17 How a Strategic Vision Differs from a Mission Statement 19 The Importance of Communicating the Strategic Vision 22 The Benefits of an Effective Strategic Vision 22 Setting Objectives: Stage 2 of the Strategic Management Process 22 xxiv
College Strategic Plan Template 1/6/2020 Strategic planning for 2028 will start at the college and division/unit levels (hereafter, “unit”) with each college and unit developing a strategic plan. Next, the University Strategic Planning . Goals: Those steps that must be accomplished in order to reach our vision and mission.
Business Plan 2012-13 3 Foreword from the Chairman and the Chief Executive 4 About us 5 Our strategic aims 2012-136 Strategic aim 1: Continuing to deliver our service 8 Strategic aim 2: Developing solutions for the future 10 Strategic aim 3: Engaging with others 12 Strategic aim 4: Supporting our people 14 Strategic aim 5: Delivering sound governance 16
strategic planning and have them master the mechanics of strategic planning for their school or educational organization. Course Objectives: To define strategic planning and determine the rationale for developing strategic plans To identify the key steps in strategic planning To manage the strategic planning process
Methods, Optimization in Operations Research, Advance Discrete Mathematics, Engineering Mathematics I–III, Advanced Mathematics, and the like. He is also on the editorial board and a reviewer of .
