Creating a Vision and Mission Statement – Part 2

Part Two

“Any suggestions on how to go about the process of defining where I’m going and what I’m doing. “

Suggestion #5: Use a Development Plan Template

Below is a template of a development plan, which reflects the development process. It is a template of one approach to development planning. The template can also be applied to developing a web site, or other things where outcomes – results – are targeted. Also, the template may be applied to plans of different scope, such as plan to move to a new role/position.

Review the following thread and specific post for an actual example, but in a slightly different format. The example was customized for that particular problem and context:

http://www.garynorth.com/members/forum/openthread.cfm?forum=21&ThreadID=25735

http://www.garynorth.com/members/forum/openthread.cfm?forum=21&ThreadID=25735#127968

There are other process approaches to development plans if this doesn’t suit; for example, military planning and development processes may be adapted.

Development Plan Outline

Premise (Or, Assumptions)

All planning is based on assumptions, or premise. These add perspective to the environment, and color the planning. Describe those that apply in this effort.

1. …

2. …

3. …

4. …

5. …

Goal

This is the overall goal for this plan; the one, single top-level accomplishment of the plan, derived from the vision of your career accomplishment. The goal should be SMART.

Strategy

The strategy is the single, high-level method by which you will accomplish the plan owner’s goal. That strategy colors, or affects the plan owner accomplishes the goal, and the strategy affects how to establish objectives.

Critical Success Factor(s)

Certain factors affect success; some will be critical for success (i.e., accomplishing the goal). What are they? Describe them here.

1. …

2. …

3. …

Objectives (AKA Milestones)

These are the milestones to be met on the road to accomplishing the goal. If an objective does not directly support achieving that goal, jettison the objective: it’s a distraction and resource sink. Effective objectives will be aligned with, and support the strategy. The objectives should be SMART.

Campaign Issue (Optional)

NOTE: A “Campaign Issue” may be necessary when one needs to engage the enlightened self-interest of unaffected but present others who have the power to get in one’s way, and undermine or prevent success. A campaign issue is selected to get those parties on the plan owner’s side of the boat: to support or be neutral, and not actively oppose the owner’s efforts.

Campaigns need a focus to hold attention, engage self-interest, serve to direct action, and manage/control divergence. The more universally accepted the issue, the better the probability of success of the campaign.

Your Development Plan THEME (Optional, but Recommended)

A “THEME” is The High-level Essential MEssage adopted and promulgated to focus and congeal on a common direction among disparate parties. The THEME informs discussions and decisions, and may serve to inform the intellectual rationale to predicate action. Your THEME is the plan owner’s, owned by that party, that the plan owner become known far and wide as the author and promulgator of that THEME.

The owner’s THEME could be something like: “Long-term, sustained success can only be achieved by managing – establishing and meeting requirements – in my business units.” Then, the owner refers to the THEME as required to establish solutions and results based on meeting requirements; across business unit interfaces, and within the business unit.

Development Resources

The development effort will require a set of supporting resources, including formal training (which is a method). If this plan includes objectives for developing others, the set of resources should be considered a “template” for the development resources of those others, and the plan should include prototyping actions for this set of resources, in anticipation of using them as a template supporting development of those others. This means the plan will address changing the resource set as lessons are learned about the set’s applicability and efficacy.

1. Personal Glossary

The personal glossary serves to collect and record terms and phrases in one place, from disparate sources that support this owner’s ongoing development and application of skill and expertise. The glossary, like a dictionary, becomes important in providing the basis of the common language of the role necessary for a common understanding of the role.

2. Common Communication Tools

Modern office automation tools found in the workplace are used to record and communicate plans, actions, events, and reports pertinent to the plan owner’s development. Describe the tool set and the level of expertise to be obtained.

– Modeling – FreeMind or equivalent

– Spreadsheet – Microsoft Excel or LibreOffice Spreadsheet

– Word processor – Microsoft Word or LibreOffice Writer

– Presentation application – Microsoft PowerPoint or LibreOffice Presentation

– Note-recording Application – Microsoft OneNote, EverNote, or equivalent

– Project management – LibreProject or equivalent

– eMail applications

– Web browser applications

– Content management platforms – WordPress or equivalent

– Web hosting – third party or own

3. Communication Forum

External Files – Dropbox.com, Screencast.com (or equivalent)

Internal Files – the firm’s internal storage platforms (file servers, SharePoint, etc.)

External Coach(es) and Mentor(s) – GaryNorth.com, specialty forums, key players within the trade group/industry, and others as available.

Online discussion forums and contacts within the trade group/industry can provide coaching and mentor support, leveraging many disparate individual contributors to provide a variety of information and opinions, which may be brought to bear during planning and execution of the development plan.

External Operational Information base – The operational information base is the plan owner’s dedicated WordPress (or equivalent) site that serves two purposes:

A. An external (and public) “journal” of the plan owner’s development journey, informing the history of the effort and the results achieved. Journals serve the purpose of enabling review of prior actions, results, and attitudes from the distance of time.

B. A “capabilities” platform that serves the function of a resume, but in a broader sense, as a third party may review the growth of the plan owner over the time/problem continuum.

4. Common Management/Technical Training

List and describe the common management and technical training required by the environment. Some pertinent categories are:

Policies/standards

Laws/regulations

Technology

Method/process

Human relations

Information management (including security and privacy)

5. Reading List

Personal development is enhanced by regular reading; and specific objectives may be accomplished by completing study through reading. Develop a reading list that includes publications in the following categories:

Business list

Self-development list

Perspective list

Fiction

Implementation By Tactic (AKA implementation Actions)

A tactic consists of one or more related actions. The reference to “tactic” allows a grouping of related actions, which may be performed at different times or places. One or more tactics will implement each objective, from above. Each tactic will include listed actions and targeted outcomes (i.e., specified results).

Tactic 0. Common Foundation

The plan owner develops a project plan to accomplish each tactic. Those project plans serve a prototyping function, and may then be sanitized and re-used as templates for other business units and managers to accomplish similar outcomes. By this means the plan owner offers, and then “shapes” the promulgation of these tactics across the firm.

The plan owner completes the Common Management/Technical Training and Reading List, retaining documented material for later reference.

The plan owner sets up the Personal Business Glossary and establishes the Common Communication Tools.

The plan owner initiates participation in the selected Communication Forum(s).

The plan owner …

The plan owner …

Tactic 1. The plan owner…

Actions:

The plan owner completes…

Targeted Outcomes (AKA Specified Results):

The plan owner establishes…

Tactic 2. The plan owner…

Actions:

Develop and oversee…

Targeted Outcomes:

A. …

B. …

C. …

D. …

E. …

Tactic 3. The plan owner…

Actions:

Targeted Outcomes:

A. …

B. …

C. …

D. …

E. …

Tactic 4. The plan owner….

Actions:

The plan owner …

Targeted Outcomes:

A. …

B. …

C. …

D. …

E. …

Tactic 5. The plan owner…

Actions:

The plan owner …

Targeted Outcomes:

A. …

B. …

C. …

D. …

E. …

Tactic 6. The plan owner….

Actions:

The plan owner …

Targeted Outcomes:

A. …

B. …

C. …

D. …

E. …

Straw Man Schedule

The following is one method of scheduling, but not the only method. The plan owner should use the scheduling method most beneficial to the owner.

Tactic 0

Initial set up – 30 days

Preliminary component project plans – 90 days

…- 90 days

Set up of the Personal Business Glossary – 30 days

Establish the Common Communication Tools – 30 days

… – 60 days

Tactic 1

… – 120 days

Tactic 2

… – 1 year

Tactic 3

… – 18-24 months

Tactic 4

Deliver regular status reports – 45 days; monthly thereafter

Tactic 5

Leverages his current team (or functionally-assigned others) to develop areas of business support – initial capability 30-180 days; build thereafter.

Tactic 6

Move through different assignments – 6-60 months

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