Rand Golletz Performance Systems
Executive Coaching and Personal Consulting for Tough-Minded Leaders.


Rand Golletz strategic leadership consulting expertIs Your Strategic Plan Really Just a Credenza Ornament?

If so, you’re not alone. For many companies, strategic plans adorn shelves, collecting dust. They get pulled-out for revision once a year and then returned to their shelves to collect more dust. Many organizational leaders ignore the fact that plans never produce results, people do.

Plans must provide the appropriate objectives, action plans, accountabilities, timelines, and feedback mechanisms. As a business leader, you have to provide the focus, discipline, and momentum to insure execution and the achievement of planned results. You do that by building a strategic leadership discipline in your company, division or department.

What is Strategic Leadership?

Strategic leadership lays the foundation for tomorrow’s success while competing to win in today’s marketplace. It’s supported by a system of interdependent disciplines that all must be executed successfully and repeatedly for your organization to achieve planned results, this year … and every year. Three elements comprise the system:

  • Strategy
  • Operational Plans
  • Performance Management and Leadership

Your Business Strategy Must Fulfill the Following Requirements

Strategy is the integrated set of actions a business takes to create value for its constituents, over time.

We believe that the following conditions and assumptions are essential for your strategy to translate into results:

  • Today’s competitive advantage is tomorrow’s competitive requirement. Learning and deftness are now the only advantages that are sustainable.
  • Good strategy, violently executed today, is better than perfect strategy, well executed tomorrow.
  • Strategy is about decisions and actions … not merely the production of plans. All plans must translate into relevant work and accountability for results.
  • Strategy must create value in measurable ways.
  • Strategy development is predicated on asking profound questions that reframe perspectives and undermine preconceptions. Strategic thinking is not a linear extrapolation of the past into the future.
  • Strategy is the starting point for creating relevant organizational change and harnessing and focusing organizational energy.
  • Strategy development must be a formal, repeatable process that exists within a framework.

Operational plans and operating budgets are NOT the same thing!

When you hear the term “operational planning”, it might conjure-up thoughts of your operating budget. Remember this: Operational plans CONTAIN operating budgets, but they also include action plans, metrics, target dates and accountabilities for specific initiatives.

If your company manages with a strategic plan – lofty and philosophical, supplemented by an operating budget – specific and financial, there is a big “who’s going to do what and by when, and who’s accountable for what” piece that’s missing in the middle.

How Do You Eat an Elephant?

The answer: One bite at a time. If strategy is the elephant, operational planning is the bite.

Operational plans define and detail business objectives and actions for a specific period of time, typically a fiscal year. They also specify accountabilities, target dates, and the resources required (dollars, time and people) that turn objectives and action plans into reality. They create interdependence. How frustrating it is to have different parts of a company (divisions, departments, units, people) working at cross-purposes.

Company-wide operational plans direct divisions and departments to a company’s top priorities. Those become even more detailed and robust at department and individual levels.

Performance Management and Performance Evaluation are NOT the same thing!

Performance evaluations are a PART of a performance management process, but only a small part. This process is the way you make sure that results happen – that what’s intended to get done gets done and when it’s not, it gets quickly rectified. It’s the lynchpin.

It includes performance and reward systems, to be sure. More important, however, is the priority of reviewing results vs. plan on a scheduled basis at every organizational level. You must then develop and rigorously implement corrective actions where variances exist, to get back on track in real time.

As a part of this effort, information systems must yield management information enabling people to measure what they want to manage, rather than the situation that exists in many organizations – people use management information that’s been cobbled together over time. The result is that they end up managing what they can measure. Management information must be the cart, not the horse.

What We Do

We work with you to develop a management system that enables you to create your organization’s destiny, rather than being a victim of circumstances. In this process, you’ll develop a competency for strategic management and leadership.

That can include:

  • Strategic and operational planning design and implementation
  • Current management system diagnosis
  • Performance and reward system design
  • Total management system design and implementation

If you are a business leader who wants to take your game to the next level... call Rand today! Contact Us online or call
1-301-801-9934 to discuss your team’s leadership needs.