Pub. 1 2011-2012 Issue 1

7 THREE KEY PHASES OF PLANNING: STRATEGIC THINKING, PLANNING AND EXECUTION This holistic, action-oriented approach begins with an analysis of external trends and ends with concrete tactics to improve sustainability and school performance. Strategic Thinking A surprising number of organizations exercise ‘data-free analysis’ at the onset of the planning process. Strategic think- ing and strategic planning are two distinct, but interrelated activities. Greg Davidson, the president of The Nature of Strategic Thinking writes, “The first skill of strategic thinking is the ability to observe and listen.” What are some of the things a charter school leader should listen for? Consider trends both within and outside the organization. For example, howwould your leaders answer the following questions? • What state and local political education issues have the potential to impact us? • Which economic issues represent either a threat or opportunity for growth? • What social trends have the potential to impact our com- munities and schools and how do we adapt? • Does our organization have the capacity to implement our strategic priorities? If not, how do we develop those capaci- ties through strategic action? Strategic Planning Strategic planning entails considering external and internal factors and exercising strategic choice – what the organization will focus on. Key development activities may include mission and values development or clarification. These statements act as a guide and a ‘screen’ for establishing strategic priorities. These priorities are aligned to address the strategic thinking questions as well as translate the vision for your school into concrete, actionable steps. Because goal clarity is essential, we recommend articulating goals using the SMART guidelines: • Specific – vague goals invite confusion and conflict. • Measurable – what lets you know you’re successful? • Accountability – who is going to own this ultimately? • Resources – what partnerships, teams, and external resources are needed for successful implementation? • Timelines – are there milestones along the way or a specific endpoint that helps focus the organization’s energies? Arthur Jones taught that every organization is perfectly aligned to produce the results it produces. Effective leaders understand their roles as architects of the organization. New strategies and goals often require new roles, responsibilities and behaviors. These goals also require that the structure and core processes enable rather than inhibit performance. Key activities include the evaluation and alignment of processes supportive of the organization’s strategic priorities. Strategic Execution Execution requires the effective management of work. The essential competencies for strategy execution include time, project and process management. Once plans are in place, a consistent review process is essential. On a recent webinar I asked the participants, “What happens when you have a good plan in place, but progress is never reviewed?” One participant answered, “Nothing.” Leaders get the behaviors they model and tolerate. Leaders must determine how consistently the plan should be reviewed at the various levels. Leaders need to learn how to conduct individual, team and organizational review meetings that are targeted, efficient and results-oriented. The review process is the final, critical step in the strategy execution process. Conclusion Strategy execution is a functionof effec- tive thinking, planning and implementa- tion. As you execute your strategic plans and effectively implement themyouwill find great joy in your successes. Charles Dayton is the founder and CEO of ActionStrategy. ActionStrategy provides a holistic process to help schools focus on their mission-critical priorities, align people and processes with those priorities and execute effectively. It is an approach to effective planning with a bias for action. Since 1895. Member SIPC and NYSE. ©2011 Piper Jaffray & Co. CM-11-1119 Since 2007, our experienced public finance professionals have completed 14 Utah charter school financings for the acquisition, construction and/or renovation of charter school facilities. piperjaffray.com /charterschoolfinance Piper Jaffray is a leader in Utah charter school finance. To begin your journey, contact Piper Jaffray Public Finance: Bruce E. Sorensen Managing Director 612 303-1776 bruce.e.sorensen@pjc.com Nicholas P. Hagen Vice President 612 303-6661 nicholas.p.hagen@pjc.com Leaders need to learn how to conduct individual, team and organizational review meetings that are targeted, efficient and results-oriented.