Setting the Strategy – I A Compelling Vision

1. Setting the Strategy – I A Compelling Vision This module originated by: John Conway – PRO-DAIRY 123 Lake St.  Cooperstown, NY  13326 jfc6@cornell.edu 607-547-2536

2. Learning Objectives: How does having vision fit into the manager’s toolbox? What principle is in play in developing a business and/or personal vision? Learn to break compelling vision into “bite-sized” pieces so when combined you’ve got something usable with everyone’s thumbprint on it. Approximate Time Needed:  45 minutes • AV Equipment Needed: • LCD Projector Laptop Computer running MS PowerPoint • Pens/pencils • Further Reading: • Full Steam Ahead! Unleash the Power of Vision in Your Work and Your Life. 2003, 2004 Ken Blanchard, Jesse Stoner

4. Presenter: DMAIC Model • The “you are here” slide will show up throughout the curriculum. DMAIC is the manager’s most fundamental tool and it made sense to organize around it. Just to remind participants “where we’re at”, it is inserted as a workshop place keeper.

5. Problem Solving Cycle Define Compelling Vision of Business Translated through Goals and into Systems of Interest  You are here Control DMAIC* Approach to Problem Solving and Continuous Improvement *adapted from Six Sigma Measure Improve Analyze

6. Why “compelling vision” and where does it fit among the tools used by managers? This slide is animated. Starts with the overall heading “The “Big Rocks” of Business Management”. Use the parable of how to get the most material into jar – start with the “big rocks” first. Sub-heading is “Using the Manager’s Toolbox”. Our (becoming) familiar DMAIC cycle is that toolbox. Some of the supporting tools within include: (click next item) records that become key information for measuring and analyzing (click next item) tried and true tools like the decision making grid while “improving” (click next item) likewise the tactical or implementation plan is a supporting tool for improving (click last item) and the control plan which complements the tactical plan supports the control step. The next “Big Rock” is the process a business uses to develop and keep updated “Define”… Presenter: Compelling Vision Diagrams

7. Decision “Grid” The “Big Rocks” of Business Management Using the Manager’s Toolbox

8. Presenter: Living the Strategy • … “Living the Strategy”. Some individuals make a connection while viewing a schematic such as this. A compelling vision is the beginning of a strategy and has three definable attributes: •  A sense of “significant purpose” •  A clearly painted “picture of success” and •  “Clear values” reflecting a melding of the values among the business’ people. • Before taking the strategy into a first tangible step, you’ve got to know where you are currently at. An accurate assessment of the business’ resources and financial and production condition is essential. Basically we are applying the DMAIC cycle to setting the strategy, and we need to measure first, then analyze before making improvements. The biggest, broadest improvements will be captured as long term DRIVE goals. (mention the attributes of DRIVE). Each DRIVE goal can be parsed into one or more short term SMART goals (mention attributes of SMART). SMART goals are at the intersection of taking the strategy to where something connected to it begins to happen.

10. Presenter: Foundation • Other people see things better pictorially. Here is another view of setting the strategy, but with developing a compelling vision as the foundation.

11. “Foundation” View of Planning Tactics SMART Goals (Short Term) DRIVE Goals (Long Term) Accurate Assessment of Business’ Resources plus Financial and Production Condition Compelling Vision (Purpose, Success Picture, Values)

12. Presenter: Working the Systems • But there’s more! The next “Big Rock” is “Operations Management” – the production systems that will be improved to meet the demand laid out in your SMART goals. There are a lot of them and they are highly interrelated. • Here is one linear view that only puts a name on some of the “systems” we’re talking about. There is nothing showing the sometimes complicated interconnections! In this view the “Feeding System” connects the outputs of the entire cropping enterprise (many systems) with the systems in the dairy enterprise. Even the tiniest changes in a system can have ripple effects in many others. That is the challenge!

13. The “Big Rocks” of Business Management Working the Production Systems -- Operations Management

14. Presenter: Everything Hinges… • Finally, inside a system at a process level there is still a “Big Rock” to manage. This schematic of the feeding system shows the importance of the business’ people. They are central to the day-to-day functioning of hundreds of processes and sub-processes. • Only when the “person in the process” knows what this business is all about from the compelling vision, through the current goals and which systems are being improved and which are on steady state; can they enthusiastically perform their part in making that next process they’re involved in work as intended! • It may be worth noting that most processes have “external agents” affecting them. Sometimes an improvement in something big like housing will have a positive ripple effect on other systems like feeding. That is the reason for taking the time to consider the little “d” define. Map out all the things you need to measure based on the interconnections.

15. The “Big Rocks” of Business Management

16. Presenter: Management is Demanding • So what does the general manager need to keep in his or her field of view? Get out those reading glasses! If you try to get all the Big Rocks together on one 8.5” x 11” page, you can’t read it. Management is demanding…

17. The “Big Rocks” of Business Management Put it all together on one page… … and you can’t read it! Management is Demanding

18. Presenter: Diagrams of Management • … let’s try to start with building the strategy and things will flow down from there!

20. Presenter: Principle in Play • So what is the principle in play for building a compelling vision? • Best analogy we can think of is the sailboat rudder. Without a vision, you have no rudder. You may get lucky and drift in the right direction for awhile. But only with the ability to steer can you materially change direction.

21. Principle in Play: If the business is a boat, a compelling vision understood and lived by its people – is the rudder.

22. Presenter: A Compelling Vision • Let’s look at the benefits of building a compelling vision… • (Best to internalize these and paraphrase)

23. Gives everyone a clear sense of where the enterprise is going; direction. Allows trained and equipped people focused on implementation of the agreed upon vision and direction to “do things right” -- with passion. Establishes recognition and positive consequence systems that sustain the behaviors and performance that the vision and direction require. The “upward spiral” of success! Adapted from: Full Steam Ahead! Unleash the Power of Vision in Your Work and Your Life Ken Blanchard and Jesse Stoner

24. Presenter: Significant Purpose • The best way to break compelling vision into bite-sized pieces that all people involved can lend their opinion to is “significant purpose”, painting a “picture of success” and telling the world what values drive your collective behavior. • Let’s start with looking at some of the benefits of getting the business’ people involved in drafting what the “purpose” of the business actually is. • (Best to internalize these and paraphrase)

26. Presenter: Picture of Success • What would this business look like in 5 years if it is to be successful? A good, realistic projection includes a combination of how you expect the industry around you will be moving and what you need to look like to be successful. Everyone has a different current resource base and that will be reflected in the “picture”. These are the benefits of taking the time to develop this “picture of success” • (Best to internalize these and paraphrase)

28. Presenter: Clear Values • Here is a distinguishing characteristic that separates this approach to developing a vision from similar approaches from the past. How can a body of people within a business come up with 3 or 4 guiding values from which the business intends to operate? • We tested these materials with both Dairy Producer and AgriService audiences. The AgriService people were adamant that (dairy) businesses who can somehow convey their guiding values were the fastest to get to win-win and stay there. This is among the benefits to struggle with a process that helps define your 3 or 4 guiding values. • (Best to internalize these and paraphrase)

30. Presenter: A CV Reality • Need a little more convincing? Here is a short list of what different businesses have found once they took the time to develop purpose, picture of success and values with employees, over time and in a meaningful way. • (Either paraphrase or read each with an additional comment of your own)

31. Making Reality Once it’s clear and you’re honest about present realities, there’s not much to figure out! It’s not a plaque on the wall, it’s lived! So how it’s created and communicated is everything No retreat necessary (or useful)! Best if it’s a dialogue over a reasonable stretch of time and everyone has their “thumbprint” on it. Consider it a journey and not a one-time activity. Learning over time should continue to shape it. People new to the business should be able to “feel” it, and ultimately influence it. Those providing goods & services to the business should find it easier to be complementary Living it means you are always focused on your vision. Obstacles and unforeseen events are reframed as a challenge or opportunity. True commitment begins when you take action. Let’s get started! Adapted from: Full Steam Ahead! Unleash the Power of Vision in Your Work and Your Life Ken Blanchard and Jesse Stoner

32. Presenter: Today & for Next Class • We’ll introduce some tools to get the process started today. Best recommendation is to take the extra copies of each tool back to the business and have others do the same. Independently works best. It’s the discussion of converging or diverging views that is important.

33. Making Reality Today We’ll work from our personal perspective in the business For Next Class You can begin the process of building, modifying or clarifying your farm’s compelling vision with other farm stakeholders

34. Presenter: Significant Purpose Activity • The worksheets that follow represent an approach that gives context to the task. We are sure that better worksheets will well up from different teaching teams. Periodically check the “MFS” website for alternative instruments. • Based on how you are doing time-wise, allow people to work on their own. • Extra copies of this worksheet should be taken back home and given to all other’s in the business who have a stake in shaping the compelling vision. Works best for folks to work independently and then bring it all together in a discussion.

36. Presenter: A Significant Purpose Example • Here is a really good example of a Dairy Producer putting into words his “significant purpose”. • This was taken from a Producer to Producer exchange on the List-serve “Dairy-L”

37. Significant purpose unsolicited and in a nutshell… Dwayne; Yes sand will stick to cows, flame or clip the udders if you are concerned... That will also give you some added benefits in mastitis control, ease of milking, and better appearance. Sand will also stick to feet, legs, etc. so you will get small amounts carried into the milking parlor that could plug small drain pipes eventually..... We had the issue in one parlor and simply cut out the floor and installed bigger pipe and wider elbows. It was much worse thinking about it than doing it I have never seen a buildup of sand in a milk tank that required manual cleaning. If that becomes an issue, look for better filters, change more often, and/or install a larger one. Side discharge spreaders are as close to ideal as you will get to handle sand laden dairy manure. I have no idea how long one will last with only 80 cows but I would think quite a while. We replace hammers and rebuild other parts pretty often but on a lot more cows.I don't worry about as I decided a long time ago that I am in the business of producing a lot of milk from healthy, clean, comfortable, long lasting and high producing cows.... I haul manure as part of that process but do not let manure spreaders dictate to me how to attain the above goals.  Bob Hennen, MN

38. Presenter: Picture of Success Activity • The second of four worksheets that represent an approach giving some context to the task. We are sure that better worksheets will well up from different teaching teams. Periodically check the “MFS” website for alternative instruments. • Based on how you are doing time-wise, allow people to work on their own. • Extra copies of this worksheet should be taken back home and given to all other’s in the business who have a stake in shaping the compelling vision. Works best for folks to work independently and then bring it all together in a discussion.

40. Presenter: Examining Values • The third of four worksheets that represent an approach giving some context to the task. We are sure that better worksheets will well up from different teaching teams. Periodically check the “MFS” website for alternative instruments. • Based on how you are doing time-wise, allow people to work on their own. • Extra copies of this worksheet should be taken back home and given to all other’s in the business who have a stake in shaping the compelling vision. Works best for folks to work independently and then bring it all together in a discussion.

42. Presenter: Exercise InstructionsYour Core Principles & Values • What you find worthwhile & meaningful • Critical to your happiness & fulfillment • Important for making farm business decisions • Step 1. Check 10 that are important • Step 2. Circle 4 that are crucial • Step 3. Are there commonalities (among a Farm’s key players)?

43. “What I value most…” This “thought seeder” is designed to flush out your most significant core principles and values. You may wish to add to this collection. Place a  by the 10 items that are most important to you. Circle 4 of the 10 that you would consider your “core”. Is there a commonality among people involved in your business? These may represent the business’ “clear values”.

44. Presenter: Compelling Vision worksheets • The fourth of four worksheets that represent an approach giving some context to the task. We are sure that better worksheets will well up from different teaching teams. Periodically check the “MFS” website for alternative instruments. • Based on how you are doing time-wise, allow people to work on their own. • Extra copies of this worksheet should be taken back home and given to all other’s in the business who have a stake in shaping the compelling vision. Works best for folks to work independently and then bring it all together in a discussion.

45. Are we there yet? A compelling vision… You have come across a new company with whom you may do some business. A rep will be stopping by. Can you combine significant purpose, clear goals and your picture of a successful future in a way that anyone in your business or connected to your business can look at it and say “I get it, this is how this business ticks”? What we would like you to know about Sparrowtail Dairy, L.L.C. The entire process may take quite awhile – but in the end it is worth it!

46. Presenter: Purpose Worksheet • This grouping of pages shows one farm’s use of these worksheets. The problem with having them available is that some may attempt to use them as a template for their own. If you do choose to use or include these, please be sure to give the “not intended for use as a template” warning. • We have seen pretty good diversity in both content and format among farm’s using these worksheets.

48. Presenter: Picture of Success Worksheet • This grouping of pages shows one farm’s use of these worksheets. The problem with having them available is that some may attempt to use them as a template for their own. If you do choose to use or include these, please be sure to give the “not intended for use as a template” warning. • We have seen pretty good diversity in both content and format among farm’s using these worksheets.

50. Presenter: Worksheet example • This grouping of pages shows one farm’s use of these worksheets. The problem with having them available is that some may attempt to use them as a template for their own. If you do choose to use or include these, please be sure to give the “not intended for use as a template” warning. • We have seen pretty good diversity in both content and format among farm’s using these worksheets.