Strategy

Use Data to Action Plan

Collecting data is meaningless if we aren’t analyzing the data for opportunities and improvements. After data has been collected, analyzed, and shared, develop an action plan using information from these discussions. Set a challenging but achievable goal. Resist the temptation to set too many goals and stick to 1-3 to focus on.

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Drowning in Data?

The quality of the data is much more important than the quantity. Are you collecting the data that is most important for the organization? Are you using the data that’s being collected? Align the data to the organization’s goals to focus on what matters most and eliminate unnecessary data collection.

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From Strategy to Action

Are the organization’s broad goals converted into measurable annual goals? What actions are necessary to accomplish those annual goals? Who owns those actions? Setting and communicating defined annual goals as an executive leader is a vital first step to achieve organization-wide alignment. Team leaders can then determine what quarterly priorities will define success and which of their team members will be responsible for taking action. Progress and results are reported back to the executive leader in relation to the annual plan.

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Illustrate Goals Visually

Use a scorecard, stoplight report, or another tool to visually present yearly goals. This tool can be used in meetings to show the progress toward goals and make necessary adjustments if progress isn’t being made. Achieving goals becomes more likely if we have a constant focus on the actions being taken to attain success.

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Satisfaction Surveys

How do you know your stakeholders are satisfied? The best way is to ask. Create a stakeholder feedback survey and distribute it to customers, clients, the community, parents, etc., to gather essential data used for decision making and future success.

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Weekly Connections

Connect with your team once a week for 10-15 minutes. Each member reports: one win/progress made, what step they’re taking next, and any potential barriers to achieving their goal.

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Assign a Champion of the Goal

The organization’s executive leader determines the champion to own each of the goals and its achievement. The focus of the champion is always on how to reach or surpass the target. This is the person responsible for reporting out results at regular intervals and for identifying areas of success. The champion also facilitates discussion of strategy implementation and any needed changes or adjustments. These discussions and decisions always revolve around hitting the goal and increasing performance.

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One Step at a Time

Annual or 90-day goals broken into bite-sized pieces creates the opportunity for small, achievable wins that build momentum and confidence within the team. Use these small achievements as an opportunity to celebrate progress towards the goal.

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Align Awards to Performance

Everyone makes a difference in the organization. Spend time during quarterly strategy sessions awarding individuals who have reached specific performance outcomes.

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Discussion for Improvements

Strategy sessions provide a forum for open and honest conversation about challenges and resources. The more we involve the entire team in the discussion, the richer the options for improvement.

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Identify the Actions

Which actions will produce 80% of the quarterly goal results? Identifying which actions produces the majority of the results will align individual behavior to organizational goals.

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Use Strategy to Inspire

Celebrating success maintains the focus for improvement and provides others with stories of success. Listening to the “why” of success during a strategy meeting may provide others with strategy or process improvement ideas.

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Strategy Sessions Rely on Data

It is most effective to schedule a strategy meeting after data needed to inform the work are available. We use data that informs progress toward the goal to make a judgement about how well we are executing strategic actions to accomplish the goal.

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Plan for the Future

Reflect on where you see the organization going in the next five years. Is that where you want it to go? What actions can you take to align the organization with your five year vision?

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Be Prepared

Research what’s trending in your industry and anticipate what problems you will encounter for the projects you’re currently working on and brainstorm 3 potential solutions for each scenario.

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Connect by Relating

Relate, don’t compare. During every meeting and interaction this week, identify how you can transfer and implement an idea or best practice to your team.

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Best Practices Out-Perform

Identify a best practice that’s currently being used by another unit or department that your team can implement to improve performance.

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Observe and Learn

To improve the performance of your team, observe and review behaviors of low performing teams as well as those of high performing teams. By observing low performing teams you learn what not to do.

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Work Towards Annual Goals Daily

Break your 90-day goals down to weekly goals and monitor your progress each week. 90-day planning focuses on the 90-day priorities and actions that will move you closer to achievement of your annual goals. Viewing annual goals in smaller portions will keep you aligned to the right goals.

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Do Less to Accomplish More

Identify the most important task aligned to your goals each day and finish it first. “By creating less activity, we actually create more urgency. The key is choosing the right activity and making sure it’s implemented to the fullest degree.” -John Kotter

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Create a Vision

People follow leaders that can see beyond today’s problems and visualize a brighter future. Show your team the connection between today, the future of the organization, and how they fit in.

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Guide to Purpose

Leaders help all employees find purpose in their work. Connect employees to what’s most meaningful to them. Ask, “What did you enjoy working on this past year? Why?” Then, help them align their upcoming goals to the organization’s overall strategy, using their response.

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