1. Developing Your Unit’s Strategic Plan and Vision
LEAP Into Professional Development
Ray Gasser, Ph.D.

2. Strategic Vision and Planning
How do EFFECTIVE ORGANIZATIONS ACCOMPLISH GREAT FEATS?
WHAT DIFFERENTIATES THE AVERAGE ORGANIZATIONS FROM THE TRULY EXTRAORDINARY?

3. Why some organizations make the leap?

4. Level 5 Leadership
Leadership does not require big personalities who make headlines. Level 5 Leaders are self-effacing and reserved. They are a paradoxical blend of personal humility and professional will.
Not Patton or Caesar but more like Lincoln and Socrates.

5. First Who…Then What
Step 1: Get the right people on the bus. (Human Resources) Step 2: Get the right people in the right seats. (Job Responsibilities) Step 3: Figure out where to drive. (Vision and Strategy)
The old adage “People are your most important asset” turns out to be wrong. People are not your most important asset. The right people are.

6. Confront the Brutal Facts (Yet Never Lose Faith)
Embrace the Stockdale Paradox: You must maintain unwavering faith that you can and will prevail in the end, regardless of the difficulties, AND at the same time have the discipline to confront the most brutal facts of your current reality.

7. Hedgehog Concept
Three Intersecting Circles of the Hedgehog Concept

8. A Culture of Discipline
When you have disciplined people, you don’t need hierarchy. When you have disciplined thought, you don’t need bureaucracy. When you have disciplined actions, you don’t need excessive controls. When you combine a culture of discipline with an ethic of entrepreneurship, you get the alchemy of great performance.
All companies have culture.
Some companies have discipline.
Few have a culture of discipline.

9. Technology Accelerators
Pioneers in the application of carefully selected technologies. Technology is never a primary cause for either greatness or decline
Great companies never use technology as the primary means of igniting a transformation

10. The Flywheel and the Doom Loop
No single action defines greatness. Rather it is a process – resembled in a giant flywheel moving in one direction, building momentum until a point of breakthrough.

11. Good to Great TO Built to Last
To make this final shift requires core values and a purpose beyond just making money combined with the key dynamic of preserve the core/stimulate progress.

12. Mission versus Vision
Mission
Vision
Core purpose for which an organization is created. It is summarized in a clear, short, inspiring statement that focuses attention in one clear direction by stating the purpose of the organization’s uniqueness.
Pictures excellence. What the organization wants to create in its best possible future. It is an evocative description of what is possible, not impractical, but a way of setting a compelling scenario.

13. Values are the principles, standards and actions that people in an organization represent, which they consider inherently worthwhile and of the utmost importance.
Values
How people treat each other?
How organizations conduct their business.
What is most important to the organization?

14. First Steps Identify your Strategic Plan Committee
Representation from key stakeholders
Assessment (Scanning)
Methodologies
SWOT Analysis
Strength Based
Designed Assessments
Customer Feedback
Feedback Mechanisms
Who do you seek feedback from?
What type of feedback are you looking for?
When do you seek feedback?

15. From Analyzing to a Plan
Coding
Themes
Categorizing
Connections to Institutional Plan and Realities
Wordsmithing
Timelines
Responsible Parties

16. Strategic Plan

17. Activity Plans and Updating
Living document and evolution of goals
Planning
Documenting Outcomes
Fulfilling the Goal

18. Action Plan Forms

19. Progress Updates

20. Strategic Vision and Planning
Where Is your Department at in developing a Strategic Plan and vision?
Is your department on the path from Good to great?