Cows in the Living - Level Five Associates · 2017-12-12 · Cows in the Living Room | Abridged...

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Cows in the Living Room:

Developing an Effective Strategic

Plan and Sustaining It

(The Abridged Edition)

By

MajorGeneralRobertMixon,LevelFiveAssociatesMajorGeneralJohnBatiste,BatisteConsulting

U.S.Army(retired)

Copyright2014-6LevelFiveAssociates(www.LevelFiveAssociates.com)

AllRightsReservedCoverdesign&illustrations©2015MarkGerber,GerberStudio(www.gerberstudio.com)

_________________________________________________________________________________________________________________CowsintheLivingRoom|AbridgedEdition

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Introduction

Therewasonceayoungfarmer,whowantedtofindawife,sohewentintoanearbyvillageandsuccessfullycourtedawoman,marriedher,andbroughthertohernewhomeonthefarm.Theybegantheirnewlifetogetherraisingdairycows.Aswinterbegan,onedaythewifecameinandfoundthatallofthecowswereinthelivingroom.Astonished,sheaskedwhy.Herhusbandreplied,“It’swinter,andthebarnhasnoheat.Sincewedependonthesecowsforourliving,theyneedtobeinside.”Slowly,shebecamemoreandmoreaccustomedtohavingthecowsindoors.Then,afterafewmonths,aneighborfromhervillagecameovertoseehowshewasdoing.Whenshecameintothelivingroom,shewasshockedtofindthedairycowsthere,calmlystandingaround.“Whatareyoudoingwithcowsinyourlivingroom?”sheblurtedout,towhichthewifereplied,“Whatcows?”

Thisbookisaboutcows–thecowsinyourlivingroom.Justasthewifebecamesoaccustomedtohavingcowsshenolongerrealizedwereindoors,sodoleadersofmostcompaniesandorganizations.Theydon’trealizethattheyhavebecomesatisfiedwithbeing“goodenough.”Contenttoleavethecowsalone,theyjustacceptthestatusquo.Withoutaneffectivestrategicplan,“cows”willbecomerightathomein“your”livingroom.

Whatyou’llfindinthepagesthatfollowisaplain,simpleformulaforbuildingaworkablestrategytochangeyourcompanyforgood.Equippedwiththerightstrategicframework,youwillseehowtoidentifyaplanfornurturingcowsthroughouttheseasons–withouthavingtobringthemindoorstokeepyourbusinesshealthy.Your“farm”willgrowandprosper,andyouandyourteamwillbemuchhappier,workinginacompanythatknowshowtobuildaprofessionalorganizationthatanticipatesandmanageschangeforthebetter.

Whatyou’llfindinthefollowingpagesareourproventechniquestodevelopaclearmission,vision/intent,andvalues-basedstrategicplanthatyourteammateswillunderstandandadopt.Noonewillevenconsiderbringingthecowsinsideforthewinter.Enjoythejourney!


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TheCowsinYourLivingRoom

Likethedairyfarmer,everycompanyororganizationhas“cows”.Literally,these“sacredcows”arethecoreelementsofyourbusiness–proprietarytechnology,intellectualproperty,financialstrength,strongperformersandleaders,reputation–allthequalitiesthatseparateyouinthemarketplaceandkeepyourcompetitorsinyourrearviewmirror.Theseessentialelementsareyour“milkproducers”;youhavetokeepthemsafe,healthy,andperformingattheirbest.

Unfortunately,mostseniorexecutivesdon’tpayattentiontowhatmattersmost.Aslongasthere'snobadnewsorimpendingcrisisathand,mostfeelnoneedtodomuchmorethan“shepherdduty”.Aslongastheherdisn'tshowingoutwardsignsofillness,mostcorporateleadershipteamsoperateasthoughalltheyneedtodoisprovidesupport,maintainthemilkingequipment,conductregularmanuremanagement,andcashthecheckscomingin.

Atthosetimeswhenbadthingsdohappen,thesecaretakerleadersjustmanagethewakeandrideoutthestorm.Usuallythereissomeonewhocanbefoundtoblame,soonestandardcourseofactionincrisismanagementistofindandfirethem.Next,they’dcontrolthedamagebypublishingacorporatestatementonwhatstepsarebeingmadetoinvestigatethematter,hunkerdown,waitfortimetopass,andthenresumebusinessasusual.

We’veallseenthisbehaviordemonstratedbyseniorleadersandtheirmanagementteams,andthecultureoftheirorganizationreflectsthatbehavior.Sinceeverythingrevolvesaround“businessasusualuntilthewheelscomeoff”,few,ifany,ofthesacredcowsareprotectedornurtured.Whentheinevitablecrisiscomes,anyorallofthemareatrisk.Thetopperformersareinsecure,nooneownstheoutcomes.There’snoplanofaction.Justacultureofreaction.

CompaniesWhoIgnoreTheirSacredCows

Theharshrealityis:Afteronlythreeyears,only56%ofallstartupbusinessesarestillinbusiness.Why?Amongtheleadingreasonsforfailureare:


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A. Alackofaclearfocus(aneffectivestrategicframework).

B. Alackofmarketawareness.

C. Pride(readhubris).

D. Optimismversusdiscipline.

Perhapsequallytroublingisthefactthatmanymorecompaniesfailaftermakingittotheir3-yearanniversary--71%aregonebyyear10--formuchofthesamereasons.It’sclearthatultimatelymostcompaniesreachthetippingpointwherethesacredcowsarenolongersafe–unlesstheirleadersestablishandsustainaprotectiveframework.

TheFrameworkforSurvivalandGrowth:StrategicPlanning

Ifyouaregoingtobuildanenduring,resilientorganization,thenyou’vegottodedicateyourselfandyourleadershiptobuildingandsustainingthatoperatingsystem.Youmayhavethemostcreative,innovativeintellectualpropertysincetheInternetandatremendousteamofprofessionalswithtalent,drive,andimagination.Togetheryouachieveanumberofsuccesses,weatherafewstorms.Buttheevidenceindicatesthatinitialsuccessisfragileatbest.Veryfewcompaniescansurviveontheirlastgreatidea.

Thefoundationofyoursystemforenduringsuccessliesinbuildingastrategicplanningframeworkthatworks–aplanofactionyouandyourteamestablishandshareownershipof.It’snotjustawrittenplan;itisaliving,breathingdocumentthatservesasthefoundationofyourbusinesslife.Yourstrategicplancapturesthecultureofyourorganizationandyourdirection,withmeasurableoutcomesthatindicaterealprogresstowardyourgoals.Thestrategicplanalsoservesastheblueprintofyourbusinessmodel,andprovidesyouwithaneffectiveengineformakingkeydecisions.

ThestrategicplaniscapturedinthefirstoftheBigSixLeadershipPrincipleswecall“SettheAzimuth”.ALevelFiveLeaderunderstandstheimportanceof“settingtheazimuth”toensurethatanorganizationhasaclearpathtosuccess.


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Theleaderisresponsibleforsettingasenseofurgencywithunambiguousfocusandpriorities.Thevehicletomakethishappenisstrategicplanning,whichcreatesalivingroadmapforanorganization.

Thatsaid,thelastthingyouwanttodoisdevelopaplanandsticktoitnomatterwhat.Yourstrategywillalwayshavean“asof____”date.Structure,flexibility,andawidefieldofviewareallkeycomponentsofthestrategicframework.Yourstrategicplanningsystemisalivingprocess.Youmustkeepitofftheshelfandonyourdesksoitremainsrelevant.

ThreePillarsofanEffectiveStrategy

Whatdrivesaneffective,viablestrategicplan?Therearethreepillarsofaneffectivestrategy:Mission,Vision(Intent),andCoreValues.Thesethreepillarsserveasthefoundationuponwhichyourstrategyisbuilt.Let’sexamineeachpillar.

Mission:TheMissionStatementdefinesyourpurposeforexistinginthefirstplace.Yourcompanyororganizationisrudderlesswithoutaclear,concisemissionstatement.Yourmissionshouldlieoutwhatyoudo--whetheritistomakeproducts,buildthings,serveothers,createideas,orsomeotherfunction.Anditshouldcapturehowwellyoudoit--hopefullybetterthananyoneelsedoes.

Vision–theCommander’sIntent:TheVisionStatementdefineswhereyouaregoing.Thevisiongivesdirectiontoyourcompany.Oneofthebestvisionstatementsofthecommander’sintenteverwrittenwascreatedbyPresidentJohnF.Kennedyin1963,whenhesaid:“Wewillsendamantothemoonandreturnhimsafelybytheendofthisdecade.”Thevisionwasunmistakablyclear;millionsofpeopleunderstoodandfollowedit.In1969,weachievedthatincrediblegoalofplacingamanonthemoonandreturninghimsafely.TheelegancewasinthesimplicityofJFK’svisionstatement,andittranslatedintooutcomes.


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Inthemilitary,wehavetranslatedVisionintotheCommander’sIntent.Thisisbecausetheconceptoftheintenthasmorerelevanceandimportancethanvisioninmanyrespects.TheArmy’sprimarydoctrinalpublication,FM3.0,definestheCommander’sIntentas:

“…aclear,concisestatementofwhattheforcemustdoandtheconditionstheforcemustestablishwithrespecttotheenemy,terrain,andcivilconsiderationsthatrepresentthedesiredendstate.”

TheCommander’sIntentdefinessuccesswithameasurabledegreeofclarity.Wheneveryoneknowswhatthebosswantstohappen,theyhaveasharedunderstandingandfocus.Theycanactindividuallyorasmembersofateamwithwhatwecall“abiasforaction.”Intheabsenceofotherordersorguidance,everyoneonyourteamwillknowthedesiredoutcomeandmovetowardthosegoals.

CoreValues:Finally,CoreValuesdefineyouasanorganization.Somehow,thiskeyelementofsuccessfulstrategicplanningseemstogetlostintranslation.ForeveryEnronCorporationorBernieMadoff,therearedozensofother(perhapslessnotorious)examplesofcompaniesandseniorexecutiveswithnocorevalues.Theyactivelyorpassivelyallowedthemselvesandtheirteamtowanderfarafieldoftruth,honesty,andcharacter.Cheating,fraud,theft,corruption–areallproductsofcreatingavaluelesscultureinanorganization.

EstablishingaCulturewithCoreValues

Notonlydoyouhavetodecidewhatyourcorevaluesare,youhavetorepeatedlystatewhatdefinesyouintermsofvaluesinordertoestablishaculturewhereeveryoneunderstandsandbuysintothosecorevalues.Asaleader,youhavetolivethem,andinsistyourteammatesdoaswell,withnotoleranceforthosewhodon’t.Itwillnothappenautomatically;youhavetoleadtheestablishmentofcorevalues.

Thefoundingprinciplesofyourorganizationmustbeblatantlyobvioustoeveryoneyoucomeincontactwithonadailybasis.Meetings,signs,posters,tag


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lines,greetings,e-mails,letters,businesscards–everythingreinforcesandrestatesyourcorevalues.

Youmustalsofindandhirenewteammateswhoarehardwiredwithyourstatedcorevalues.Thetruthisthatmostpeopledonotembraceyourvalues,andyoumustdeliberatelyassessandevaluatenewrecruitsbeforeyouofferthemapositiononyourteam.Thereareawidevarietyofonlineassessmentsandtechniquestoassistinyourrecruitingefforts.Yourgoalistoattractandretainteammemberswhocanflourishwithinyourcompany’sculture.

Onceyouhavesettheconditionsbyestablishingaclearmission,vision/intent,andcorevaluesforyourorganization,youcanbegintodevelopyourplanofaction--thestrategythatwillseparateyoufromyourcompetition,buildandkeepyouredge,andgrowyourteam,everyday.


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BuildingthePlanofAction

(SotheCowsDon’tHavetoComeInsidefortheWinter)

Knowingwhoyouare,whatyoudobest,andwhatissacredtoyourorganizationiswhatformsthebasisofyourstrategicplan.Youwon'tbecometheleaderinyourfieldorthebestunitinyourorganizationbychance.Youhavetoearnyourplaceinthemarket.

Strategicplanningprovidesthestructuralfoundationofyourpathtogetfromwhereyouaretodaytowhereyouwanttobe.Itwouldseemtobeintuitivelyobvioustodevoteconsiderabletime,energy,andleadershiptobuildingandmaintainingthisstrategy.Yet,mostcompaniesdojusttheopposite–theypaystrategicplanninglipserviceatbest.Oftenitisjustignored.

WhyCompaniesDon’tPlanfortheFuture

It’shardtofocusonstrategicplanning.Manyleadersseethecriticalworkasbeingthetacticalwork;e.g.doingwhatmustbedonerightnow,today,thisweek.Theseleadersarecompletelyimmersedingettingproductoutthedoor,orcompletingservicesbycloseofbusiness.Iftheyaremeetingdeadlinesandmakingpayroll,thingsareokay.

Facedwiththerealityofmeetingcustomerdemandsandmanagingsalesandcostsonadailybasis,manyleaderslosesightofthelong-termplan.Youcanseethisshortsightednessallaroundyou.Thankstotheproliferationofhandhelddeviceswhichprovideinstantinformation,seniorleaderscannowknowvirtuallyeveryfacetoftheircompany’soperations,inrealtime.Thismeanstheycanmicromanageeverythingfromanywhere!

TimeforRealLeadership!

Thisiswhererealstrategicleadershipcomesin.Itisuptoyou,thepersonwhoownsthefuturedirectionofyourcompany,tofocustherestofyourteamonbuildingandmaintainingavalues-based,measured-outcomesstrategicplan.Youandyourteamhaveestablishedthemission,vision/intent,andsharedvalues


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--thestageissettoovercometheneedtomicromanagethepresentandsetfreethecreativeenergyofyourorganization.Youhavetoassembleyourleadershipteamforsomehardthinking,andface-to-face,frankcommunication.

Wheredoyoustart?Somemightanswerthatthefirststepistofindanoffsitelocationwhereyoucangatherupyourleadershipteamforacoupleofdayssotheyareseparatedfromtheday-to-dayoperations.Butthat’snotthefirststep–thefirststepistothinkabouthowyouwanttobuildthestrategy.Wecallitthinkingthroughtheprocess.

TheImportanceofAssumptionsandTrends

Yourstrategicframeworkmustbebasedonestablishingacurrentsetofassumptionsandtrends.Thinkintermsof2-3yearsgoingforward.Nowyou’rethinkingstrategicallyinsteadoftactically.Whatarethecriticalassumptionsthat,iftrue,youcanbuildyourplanupon?Herearesomeexamplesofstrategicassumptionsandtrends:

1. Theeconomywillgrowatapaceequaltoorgreaterthanthepast3years.

2. Ourunionswillratifytheircontractswhentheycomeupforrenewal.

3. OurC-Suiteexecutiveswillremainintheircurrentpositionsforthenext3years.

4. Thepartnershipswehaveinplacewillremainviableduringthisplanningcycle.

Theseassumptionsshouldbethestartingpointofyourstrategic“Roadmap.”Iftheyholdtrue,thenthestrategicplanyoucreatewillbeviable.Ifanyofthemchange,thenyoushouldchangethestrategicplan.

You’llneedtocirculatetheseassumptionsandtrendswithyourinnercirclefirst,theneditthembasedontheseniorleaderinputsandpreparetobringthemtoyourentireleadershipteamduringthestrategicplanningsession.Be


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conservativeinyourassumptionsupfront;thatistosay,underestimatethepositives.

TeamBuyInattheSeniorLevels

Onceyouhaveestablishedthestrategicassumptions,it’simportanttogettheleadershiptobuyin.You’llhavetosocializeyourkeyleaderstotheprocess;thiswillrequiresomefocusedone-on-onediscussions.Thenyou’llneedtohaveseveralexecutivelevelmeetingsacoupleofmonthspriortotheactualstrategicplanningsession.Regardlessofyourspecificactionsleadingintothestrategicplanningevent,youhavetoinsurethebuyinworkgetsdone.Andyouaretheonlyonewhocandoitinitially.

GettinganOutsideSetofEyes

Next,youhavetoaskforandconductanexternalevaluationofyourorganizationandyourC-Suiteleadership,anddeterminewhatplantheyarecurrentlyusing.It’spossibletherereallyisn’tasingleplaninplace.Youmaythinkso,buttheexternaleyesandearsyoubringinforthisevaluationwillgiveyouamoreobjectiveviewthananythingyoucandoin-house.Anoutsidesubjectmatterexpert(SME)teamisyourbestoptionforthisevaluation.Getsomeonewhoknowstheinsandoutsofchangemanagement.Experienceisextremelyimportantforthisobjectiveassessment.Therearebothsurveysandfocusedinterviewsthisexternalteamshouldconductwithanumberofyourleaders,andtheirfeedbackwillbeacriticalcomponentofsettingtheconditionsforsuccessofyourstrategicplanningsession.Givethemyourfullsupportrightupfront.

PlanforacoupleofdaysforthisSMEteamtovisityourorganization,andforsomephoneinterviewsaheadoftime.Butalsoensuretheyconductface-to-faceinterviewswithyourkeyleadership–CSuiteandothersthatyoudesignate.Bepreparedtoprovidethemwithareadaheadofyourmission,vision/intent,andsharedvalues,aswellasyourcurrentstrategicplan(ifyouhaveone)andtheassumptionsandtrendsitisbasedupon.Theproductofthisexternalevaluation


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willbeaninitialSWOTanalysisandsetofobservationsyoucanusetotargetspecificpartsofthecompanyyouwanttosustain–orchange.

Thefinalstageofyourstrategicplanningframeworkistodevelopthestrategiclayout–TheRoadmap.

GrabThisFreeGift!

Oneofthemostpopularversionswe’veusedinorganizationswithautonomousbusinessunitsisavailabletoyouasafreedownloadfromourwebsite.Simplyvisit

www.LevelFiveAssociates.com/resources

andyou’llfinditthere.

ThisRoadmap,whencompletedduringyourstrategicplanningsession,willdrivetheexecutionofyourplan.Inthisexample,theoverallstrategicfocusisonsixCoreStrategicValues:

S1: ProvideWorldClassService

S2: DevelopandMaintainRewardingStrategicHumanResourcesSystems

S3: EstablishandExploitSelf-DeterminedOpportunities

S4: IntegrateTechnologytoOptimizeEfficiencyandEffectiveness

S5: EstablishandMaintainFinancialStrength

S6: IdentifyandMaximizeKeyStrategicRelationshipsIfyoudevelopdifferentcorevalues,they’llcertainlyservethesamepurpose,butwehaveseentheseusedwithgreateffectwhenbackedupbydeterminedleadership.


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AnotherOption:KeyResultAreas

Analternativemodelthatisapplicabletomanufacturers,distributors,andcompanieswithamoreunifiedfocusorproductlineinvolvesidentifyingthelistof“mustdo”objectivesthatwecall“KeyResultAreas”(KRAs).TheseKRAsarekeytoimprovingcompanyprofitabilityandusuallyinvolvetough,hardtodoactionsthatrequiredismantling“stovepipes”thatareprevalentintoomanycompanies.

ThestrategicplanningteamfirstbrainstormsacompletelistofKRAswithoutregardtopriorityorimpactonthecompany’ssuccess.Inturn,thislistisprioritizedandtheorganizationcommitstotakingonafinitenumberofthehighpriorityKRAsthatcanrealisticallybecompletedwithinthenext3to6monthswithavailableresources.

TheleadershipteamstandsupaWorkingGroupforeachKRAandassignsaleaderwithcross-functionalrepresentationfromtheapplicabledepartmentsanddivisionsofthecompanyrequiredtoaccomplishthetask.Generally,theseKRAsrequiresignificantcommitmentandrequiretoptalent,resources,andsupportoftheleadershipteamtocompletethework.WorkingGroupleaderassignmentsgotoupandcominghighpotentialteammates.

Thecompanyseniorleaderteamthenprovidesacharter,inwriting,totheKRAWorkingGrouptodefinetheobjective,resources,andexpectedtimelineforcompletion.

AnotherFreeGift!

YoucandownloadafreesampleoftheKRARoadmapbyvisitingtheresourcespageonourwebsiteat

www.LevelFiveAssociates.com/resources

Inturn,theWorkingGroupassemblestobeginwork.Steponeistodevelopacompleteprojectmanagementactionplaninsufficientdetailtoincludeownership,tasks,timeline,andexpectedoutcomes.


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Alongtheway,theseniorleaderteamstaysinvolvedwiththeWorkingGroupwithscheduledstatusreviews.Theroleoftheseniorleaderteamistofullysupport,resource,andeliminateobstaclesfortheWorkingGroup.

TheKRAisclosedoutbytheseniorleaderteamwhenobjectivesaremetandcompanystandardoperatingproceduresarerevisedtofullycapturethenewdirectionestablishedbythecompletedKRA.

AsKRAsareclosedout,successesarecelebratedwitha“VictoryList”whichsetsanexpectationformomentumandsuccess.Theobjectiveisimprovedprofitabilityandmarketshare.

AsKRAsareclosedout,thenextpriorityismovedupinthequeueforaction.TheseniorleaderteamdevelopsanewcharterforthenextKRA,andthecyclecontinues.

ThelistofopenKRAsdrivesstrategicplanningworkandisupdated/reviewedevery12monthsduringannualstrategicplanning.

BuildingtheStrategicRoadmap

TobeabletobuildtheStrategicRoadmap,youhavetocompletetheseinitialstepspriortotheactualstrategicplanningsession:

1. Socializeyourseniorleadership.ReviewyourMission,Intent,andSharedValueswiththeminaface-to-facesessionwellaheadoftheSPS.

2. Collectivelydevelopyourstrategicassumptions/trends.

3. Select,schedule,andconductaformalexternalassessmentbySMEsforapreliminarySWOT,toincludeanassessmentofyourcurrentfocus,plan,andleadership.

4. LayoutyourRoadmapformat,withtheStrategicPlanningCoreValues.


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HowtoHeattheBarn

Yourstrategyplanningsessionservesastheformaldevelopmentoftheorganization’swayahead.Likethefarmer,youhavetoplanforwinterlongbeforeitcomes.Ifyoujusttendtothetasksathand,thenthere’sastronglikelihoodthecowswillbeinthelivingroombywinter,becauseyouhadnoplantoinstallandmaintainaheatingsystemforthebarn.TheSPS,aswe’llcallit,forcesyourentireteamtoplanforallfourseasons,evenwhenitmaybeadelightfulspringwhenyouconducttheactualsession,andwinterseemsalong,longwayoff.

SettingtheAgendafortheStrategicPlanningSession

Asyouhavenodoubtfiguredoutbynow,conductingtheStrategicPlanningSession(SPS)itselfisnotsomethingyoucanprepareforthedaybeforetheevent.And,youstillhaveonefinalpreliminarystepremaining.Thatstepistosetandpublishtheagenda.Thisblueprintwilldrivetheflowofthesession,soit’sworthspendingacoupleofhoursindevelopingit.

ScheduletheSPSatleast3monthsaheadoftheactualdates.MakeitcleartoyourleadershipthatthisisNOTanoptionalevent.Findasitenearbythathasconferencesupportcapabilities,andestablishacontractsotheycandothelogistics(food,beverages,etc.)YourteamshouldfocusonthecontentoftheSPS.

It’salsoworthconsideringwhoattendstheformalplanningsession.Youwantenoughpeopletheretohavethekindofqualityinteractionandcontributionthatcreatesoutcomes.Ontheotherhand,ifyouhavepeopleattendingwhohaven’tbeenpartofthepreliminarywork,theyareprobablynotgoingtocontributemuchtotheresults.Ouradviceistousethe“TwoLevelsDownFormula.”TheTwoLevelsDownFormula=C-Suite+thenextleveldowninyourorganization.

Finally,werecommendbringinginatleast2outsidefacilitators(externalsupportteam)toguidethetimeline,takenotes,preparetheexecutivesummary,andschedulefollowupactionsasaresultoftheSPS.Aswehavementionedearlier,experiencecounts.YourSPSsupportteamshouldbecomprisedofleadersand


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facilitatorswhohavebeensuccessfulstrategicplannersandledcompanieswithsignificanttopandbottomlineresults.Thisexternalsupportteam’spreliminaryworktodeveloptheSWOT(Strengths–Weaknesses–Opportunities–Threats)iskeytoyoursuccess.

NextStepsAftertheStrategySessionEnds

Within3businessdaysafteryourstrategicplanningsession,theoutsidesubjectmatterexpertswhofacilitatedtheSPSprovideasummaryreporttothePresident/CEO,withspecificcommentsandrecommendationsforapprovalanddistributiontotheattendees.

Typically,strategicplanningsessionsarenotrecorded.Ifthecompanyhasdistributedsites,itmightbeusefultostreamthesessionsomorepeoplecanparticipate.Wherepossible,though,werecommendbringingtheleadershipteamtoonesiteforface-to-faceinteraction.Thelackofformalrecordingusuallypromotesmoreopendiscussion,too.

Theoutsidesubjectmatterexpertteam(SME)willmakenotes,however,andprovidethemtothePresident/CEOintheformofthesummaryreport.Aspartoftheoutsidesubjectmatteroperatingagreement,thespecificnotesofeachstrategicplanningsessionshouldalwaysremainconfidential,nevertobesharedwithanyotherorganization.

Everyquartergoingforward,youshouldconductquarterlyreviewsoverthesucceeding12months.TheseniorleadershipshouldleadeachoftheseRoadmapReviews(2hoursessions).Duringeachmeeting,thebusinessunitdirectorsorKRAWorkingGroupleadersbrieftheirrespectivemanagementplanprogresswithspecificmetricsindicatingsuccess(orlackthereof).Basedontheseupdates,theteammodifiesselectedplansandcorrespondingportionsoftheRoadmapifneeded.

Asyoucaneasilysee,nowthereisastrategicplanningcycleineffect.Youhavesetastandardof“whatrightlookslike”inyourorganizationforbothplanningandexecution.Thisistheheartoftheprocess–planningtoimplementation.


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Seemsverystraightforward,butindeeditismoredifficulttoestablishandmaintainthanitappearstobe.Keepinmindtheculturechangeforatypicalorganizationlookingto“turnthebattleship”is2-3years.That’s3fullSPScycles.

ThisisaMarathon,NotaSprint

Whydoestheprocessofchangetakesolong?Aswe’vetalkedaboutbefore,someofitisanintellectualcomplacencythatsetsinifyoucanconsistentlymakepayroll.

We’veseenmorethanafewstrategicplanningfailures,bothinthemilitaryandthecorporateworld.Theprimaryreasontheyfail(andbyfailurewemeannothingmeaningfulhappensasanoutcomeoftheplanning)isbecausetheseniorexecutivesessentiallytookthecowsforgranted.Theyassumedeveryonewillalwaysbeproductiveandsatisfied,sowhentheyconductedastrategicplanningsession,theeventwasliterallyjustforshow.Ineachinstance,theorganizationbecameintellectuallycomplacent.Noonethinksaboutwinteruntilitcomes.Then,it’stoolatetoheatthebarnwithoutcrisismanagingthewholeoperation.Crisismanagementistheantithesisofgoodstrategicplanning.Itinevitablyleadstocorporatefailure.Soifyou’renotwillingtocommittotheprocessforatleast2-3years–whichshouldcreateatraditionthroughrepetitionandacceptance–don’tgodownthisroad.


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ThoughtsonFarming

We’veusedthedairyfarmanalogyinthishandbookbecauseit’simportanttoconsideryourroleasaleaderinthestrategicplanningprocess–youarethe“farmer”asstewardofyourcompany’sfuture.LevelFiveleadersfocusonthesuccessoftheorganization,notthemselves.

TheNumbersDon’tLie

It’sanestablishedfactthatcompanieswhichinvestinstrategicplanningandthecorollaryleaderdevelopmentprogramsarefourtimesmorelikelytobesuccessfulthanthosethatdon’t.Thatnumbershouldspeakforitself.Butittakescouragetochange.

YouhavetomovebeyondthatshortsightednessifyoureallywanttobeaLevelFiveLeaderandturnthebattleshipthatisyourcompany.Itdoestaketime,energy,andpreparationtoleadstrategically.However,thebottomlineresultsandlong-termexcellenceyouestablishandmaintainwillcreatealegacythatwillfaroutlastyou.Itcan’tbeaboutyou;itmustbeabouttheorganization.Andyoumustcommittotheprocessformorethanonerotation.ThreeyearsistheplanningwindowfortheStrategicPlanningSystemforagoodreason–ittakesthatlongtochange.

Thecyclestartswithacarefulreviewofwhoyouare,whatyoudo,andwhatyourvaluesare.Yourleadershipteamhastoparticipateinthiscriticalstageofyourstrategicplan.InsistontheC-suiteleadersbeingactivemembersofthisreview.Iftheydon’tseemtohavetimetoattendbecauseoftheirbusytravelschedulesandsimilarexcuses,you’llknowtheyarenotbuyingintotheimportanceofthisprocess.Youmustmakeitcleartheydon’thaveanythingbettertodo.

Onceyou’veestablished(orreestablished)yourmission,vision/intent,andsharedvalues,theRoadmapprocesswillhavetraction.Followthrough.Assignyourbestandbrightesttohelpbuildthestrategicplanningsession,andrequireyourseniorexecutivestobethere,too.Everythingyouestablishmusthavemeasurableoutcomes.RequireyourseniorleadersandBusinessUnitLeaderstohave


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managementplanswithtimelinesandmilestones.Followthroughwiththeperiodicreviews.LevelFiveleadersholdpeopleaccountable.

WhenweservedasArmyofficersinSouthKoreaafewdecadesago,theArmyhadaveryshortrotationcycle–1year–foreverypersonassigned.Theresultwasconstantturmoil.Soldiersandleaderscameintoandoutofunitseverymonth;itwasextremelydifficulttobuildcohesiveteams.Wehadasayingthat,“AnythingyoudoinKoreamorethan2timesbecomesfolklore,”becauseifwecouldforceourstrategicplanningprocesstoremainconsistentwiththatkindofturnover,weknewthenewcomerswouldcomeinto,andaccept,anestablishedprocess.Seniorleadersinsistedweremaindisciplinedandconsistent.Itpaidoffinourbottomline:combatreadinesspreventedwar.TheNorthKoreansknewwewereadisciplinedforce,readytofightandwinifneeded.Theyrespectedourreadiness.Theprocessworked.

Youhaveyourownchallenges,hopefullywithouttheseverepersonnelturbulenceoftheArmyinSouthKoreaduringthoseyears.The“folklore”establishedthroughcreatingandimplementingaconsistentStrategicPlanningProcesswillgrowacultureofexcellenceinyourcompany.Innovation,profitability,andbottomlineprofitswillallcascadefromthatculture,ledbyateamoffiercelyloyalLevelFiveleaders.You’llestablishtheenduringfoundationforchangethatwillbetherelongafteryourwatch.So……Goforit!


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AboutUs

Investinginleaderdevelopmentisthebestinvestmentyoucanmakeinyourfuture.LevelFiveAssociatesrepresentsover80yearsofmilitary,corporate,andnon-profitseniorleadershipexperience.WeareArmyOfficerswhohavecommandedDivisions,andwe’realsocompanypresidentsandCEOsofforprofitandnon-profitcompanies.Assuch,weofferunparalleledpracticalleadershipexperience,that’sbeenhonedinthelaboratoriesoftheArmyandbusiness.

“Experienceisaprerequisitetoprogress!NearlynineyearsagoIexperiencedprogressasafriendofMGRobertMixon.HeledmetojointhevolunteercorpsatFtCarson,Co.HisguidanceandleadershipledmetobecomeaGoodNeighborattheFort.Additionally,hisabilitiescreatedafriendshipforthepostandtheCityofPueblo,whichcontinuestothriveandgrow.Priortohiscommandthisconditiondidnotexist.”

~MarvStein

Whetherlargeorsmall,everyorganizationmustgrowandretainleaderstoremainrelevant.OnceyouknowandunderstandtheBig6LeadershipPrinciples™,you’llseeimmediateresultsapplyingtheminyourorganization.PartneringwithLevelFiveAssociatesislikehavingyourown“LeadershipBoardofAdvisors.”Asleadersinthearmedservicesandnon-profitandforprofitbusinesses,wegetit!

MajorGeneralRobertW.MixonUnitedStatesArmy(retired)

MajorGeneral(Ret)RobertW.Mixon,Jr.,retiredfromactivedutyonOctober1,2007,aftermorethan33yearsofcommissionedservice.AtthetimeofhisretirementhewasCommandingGeneralDivisionWest,FirstArmyandFortCarsonColorado,havingpreviouslycommandedthe7thInfantryDivision.

RobertwasanArmorOfficerwhoservedincommandandstaffpositionsthroughouttheArmyintheUnitedStatesandoverseas.Hiscommand


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assignmentsinclude:CommandofLTroop,3rdSquadron,11thArmoredCavalryRegimentatBadHersfeld,Germany;Commandof2ndSquadron,3rdArmoredCavalryRegiment,FortBliss,Texas;Commandof1stBrigade,2ndInfantryDivision,RepublicofKorea;andCommandingGeneral,7thInfantryDivision,FortCarson,Colorado.

Healsoservedinseveraloperations,plans,andtrainingstaffassignments,including:DeputyExecutiveAssistanttoGeneralColinPowell,theChairmanoftheJointChiefsofStaff,andAidedeCamptoGeneralCrosbieSaint,CommanderofU.S.ArmyEurope.

A1974graduateoftheUnitedStatesMilitaryAcademy,MajorGeneralMixonalsoholdsaMastersofArtsinHistoryfromRiceUniversity.HeisadistinguishedgraduateoftheNationalWarCollege(1996),SchoolofAdvancedMilitaryStudies(1987),CommandandGeneralStaffCollege(1986),USMCAmphibiousWarfareSchool(1980),RangerSchool(1974),andtheArmorOfficerBasicCourse(1974).HehasalsoservedatWestPointasanAssistantProfessorofHistory(1982-85).

AfterretirementfromtheArmy,RobertwasnamedPresidentofMagnatag®VisibleSystemsinthefallof2007.InSeptember2009,hebecameExecutiveVicePresidentofUnistel,theemployeeservicescompanyofCDSMonarch,anonprofitforthedevelopmentallydisabledinRochester,NewYork.Sincethattime,CDSMonarchhasbegunapioneeringprogram,WarriorSalute,forVeteranswithTraumaticBrainInjuryandPTSD.

Robertfoundedleadershipcompany,LevelFiveAssociates,LLC,in2009.LevelFiveprovidescompanies,organizations,andindividualswithdynamicleadershippresentationsandtailored,outcomesbasedleaderdevelopmentprogramsandstrategicplanningservices.

RobertandhiswifeRuthliveinPittsford,NewYork,andhavetwosons.BothserveonactivedutyintheUnitedStatesArmy.RoberthasservedontheGovernor’sCommissiononVeterans’Affairs,theBoardofDirectorsoftheVeteran’sOutreachCenterinRochester,NewYork,andontheVeteran’sBusinessCouncil.HeisalsoPresidentoftheWestPointClassof1974.

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