Personal Strategic Planning A Colloquium Presentation

1. Personal Strategic PlanningA Colloquium Presentation Prof. Phillip R. Rosenkrantz Industrial & Manufacturing Engineering Department Cal Poly Pomona

2. Personal Strategic PlanningOutline Introduction Definition of Success Planning Teamwork Time Management Grid Strategic Planning Grid Recommendations for Personal Success

3. IntroductionSome Basics: • Some people are consistently successful because of qualities and abilities they have developed in addition to their education and experience. • Value, as perceived by the customer, will determine your worth. • Genuine career happiness comes from achieving personal goals in harmony with organizational goals. • The objective of this presentation is to present some strategies that a professional can use to improve their chances of a productive career.

4. First: Food For Thought • Four Questions

5. What is the definition of “Success”?Paul J. Meyer • The progressive realization of • worthwhile, • predetermined, • personal goals, and… • being well balanced in the six major areas of your life: • mental, physical, spiritual, family, social, and career/financial • Paul J. Meyer

6. Do CEO’s who makes 100 times more than the average professional in the company know 100 times as much? • No. They are just a little better than anyone else. • Statistically, the best product, service or performance is usually not far ahead of second place. • The key is the winning edge.

7. What are the qualities of a great leader? • Understands the Big Picture. • Has vision and is a systems thinker • The ability to effectively empower, develop, and lead people/teams. • A great leader is able to see the context of the situation they are in -- whatever that is -- and react accordingly. They ADAPT to the situation and those they lead.

8. Seven Habits of Highly Successful People by Steven Covey • Habit 1 - Be Proactive • Habit 2 - Begin with the End in Mind • Habit 3 - Put First Things First • Habit 4 - Think Win/Win • Habit 5 - Seek First to Understand, Then to Be Understood • Habit 6 - Synergize • Habit 7 - Sharpen the Saw

9. So. What can be done to develop more of these qualities? • Personal Leadership • Personal Strategic Planning combines strategic planning and time management together. • Know where YOU fit in the organization and on your team. • Continuous improvement in all six areas of life • Become a student of leadership and management styles • Find a one or two mentors • Read and take notes

10. Let’s Look at Strategic Planning • Where are we now? What is in the future? • Environmental Scan/Futures • Focus Groups (internal and external) • Surveys • Assessment/Inventory/SWOT • Strengths • Weaknesses • Opportunities • Threats

11. Strategic Planning Steps - cont’d • Vision • Pie in the Sky • Mission Statement • Organizational Goals • Brainstorming & Refinement • Operational/Departmental Plans • The “walkabout” • Implementation

12. Personal StrategicPlanning Basics (in Priority Order) • Self Assessment • Mission & Vision • Personal Vision • Mission Statement (long range-lifetime) • Goals • Personal • Organizational

13. Personal Planning Basics (in Order) - Cont’d • Plans (tactical) • Personal • Personal Time Management • Organizational

14. Teamwork/Organizational Assessment • Your expections should vary based on what type of an organization you are in. Set Goals accordingly. • Be realistic. • Look for opportunities. • If the fit is bad, change companies.

15. Team Orientation / Learning Communities • Leadership - • Long-term success requires good leadership. • Teamwork - • Effective andempowered teams responsible for problem solving and product development. • Culture - • Core values and operating norms. Sense of community. • It is important for you to know the status of each so you can assess your future.

16. Teamwork Stages of An OrganizationLow >>>>>>>>>> Team Focus >>>>>>>>>> High

17. Stage 1 Organization - Low Team Focus • No vision, mission or strategic focus. • Organizational goals unclear. • Disorganized with individuals doing whatever they think is best for them or their unit. Weak core values. • Customer is an afterthought.

18. Stage 2 Organization -Moderate Core Value Development and Team Effort • Some teams formed. • Some training at the interpersonal level. • No real sense of mission toward corporate objectives. • Customer is important but customer satisfaction is not the goal of all subgroups. • Upper management does not understand modern tools-- but pretends to anyway.

19. Stage 3 Organization -A Learning Community • Shared Vision (e.g., Xerox) • Effective Teamwork and Strategic Planning. • Core values important and well integrated into the company’s corporate culture. • Internal and external customers important. • Willingness to use TQM tools. • Sense that everyone succeeds or fails together.

20. Time Management Grid

21. Strategic Quality Grid

22. Quadrant II - Strategic Quality Grid

23. Affinities in the Strategic Planning Grid

24. RolesFirst Things First - Steven Covey • Define Your Roles - Brainstorm and identify all the roles you have in your life. Then identify the major or key roles. Keep total to seven or less: • Major Personal Roles (father, husband, coach, writer, etc.) • Major Corporate Roles (team leader, supervisor, trainer) • Add: Sharpen the Saw (exercise, reading, conferences, etc.)

25. Roles (cont’d)“First Things First” - Steven Covey • Using your personal and corporate strategic plans and program goals, identify weekly goals for each role. • Plan each week by scheduling for your goals first (Quadrant II). Combine as much as possible. Include time for Sharpening the Saw. • Follow your plan and make changes based on priorities (mission and goals)...staying in Quadrants I & II. Avoid Quadrants III & IV.

26. Summary of Personal Strategic Planning • Develop a personal mission statement • Set meaningful goals in the six areas of your life • Identify your 7 major roles • Set two realistic goals per week for each role • Plan the week • Manage the day