Strategic planning means a lot of different things to agents and brokers. To some, it is a partners' golf retreat. To others, it is what the owner wants to do–and periodically, dictates to the staff. As evidenced by the success of a number of other agents and brokers, if used properly, it is one of the most effective management tools available to them. It is also something that is needed today, more than ever.
We live in an environment where change occurs rapidly. Opportunities come and go. There is small margin for error. We are all busy and have little time to sit back, consider what is going on around us and understand its implications.
We also live in an environment where there is a lot of "noise" and conflicting messages that can distract members of an organization.
In its most effective form, strategic planning provides an opportunity to refocus an organization on its mission and purpose. It provides the opportunity to redirect and refocus an organization's strategic direction in light of changes in the marketplace and the opportunities that are presented.
This redirection can lead to a more effective allocation of resources and the ability to get everyone in the organization "marching to the same tune."
It provides the opportunity to strengthen relationships, build trust, and unify and energize an organization. It can also provide a great forum to process challenges, corporate issues and opportunities.
Over the last five months, I have had the opportunity to facilitate 18 strategic planning sessions. The number of participants ranged from four to 30, and the length of the sessions ranged from half-a-day to two-and-a-half days. The content and format also varied based on what we were attempting to accomplish.
Even with the significant differences in these sessions, I can state objectively that all 18 were successful, and many of them would be described by their participants as highly successful.
To maximize the success of a long-range strategic planning session, there are some things that should be done and some that shouldn't. Let's start with what you should do:
o Prepare for the session, and get your team thinking in advance.
o Keep it fun, energized and positive.
o Create an environment where all of the participants can contribute.
o Encourage candor and openness.
o Manage expectations and keep people comfortable.
o Break down barriers and strengthen relationships.
o Allow the process to build trust.
o Stay on track by keeping the discussions focused.
o Carefully document and effectively communicate the results.
Now, here is what you shouldn't do:
o Don't try to do something that the group size won't support.
o Don't try to do too much. Focus on key issues.
o Don't let it deteriorate into a tactical discussion.
o Don't take on sensitive issues in the wrong setting.
o Don't let negative personalities dominate or damage the process.
o Don't take something on and not do it.
If you are not investing in long-range strategic planning today, we strongly encourage you to do so.
If you are, I would encourage you to look for ways to improve the effectiveness of your planning efforts. If you want to positively influence your organization, there are few ways that you can have as great an impact. Please remember, it is needed now more than ever.
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