STRATEGY SESSIONS #24

WRAPPING THIS UP

by Dr. Steve Payne

This is my final blog on describing a strategic process for handling individual career and life challenges.  I hope that I’ve explained this strategic process well enough that some readers will be encouraged to use the recommended four steps for making important life and career decisions.   Those four steps are 1) conducting an internal analysis of personal goals, values, strengths and weaknesses, 2) examining the external environment and identifying opportunities and threats in particular markets that align with personal interests and skills, 3) determining possible options and deciding on which of those really make sense, and 4) implementing decisions and critically reviewing resulting actions that are undertaken.

Aristotle urged a “golden mean” between misguided extremes in personal decisions and actions.  Excessive concern and analysis is one extreme in decision making, and this can delay key decisions, among having possibly other negative consequences.   The other extreme is under-analysis or a “leap to judgment” before enough deliberation or real thought.  Most personal decisions do not demand a lot of strategic analysis, but a few important life and career decisions likely do deserve this kind of serious attention.   These critical strategic decisions can determine basic life and career direction, and inform and assist many later and less critical decisions that need to be made.

Organizations in the public and private sector usually focus more attentionon strategic planning and decision making than individuals do.  They do so, partially because these organizations are composed of many stakeholders with varying and sometimes competing goals, expectations, and interests.   A strategic planning process is useful for taking into account these diverse views.  It also should lead to agreements and commitment concerning organizational goals and means of accomplishing these.   Organizational leaders often try to involve key stakeholders directly in this strategic process, if only to avoid criticism of autocratic power and lack of responsibility toward those impacted by the organizations’ actions. 

Beyond government and business organizations, there are many third-sector or social services organizations contributing to their residents’ health and vitality.  How strategic, well-reasoned, and socially responsible are important decisions made by local and area leaders and organizations?  How might the quality and outcomes of the strategic decision-making processes of these organizations be fairly judged and improved?   Measures of organizational effectiveness often include short-, intermediate-, and long-term criteria such as 1) commitment to undertaking strategy and planning for the long term (5-10 years), 2) effectiveness in recent and current goal attainment, 3) efficiency of current operations, financing and marketing, and 4) concern and actual planning for future leadership and staff training/development.   

 

Understanding more about strategic planning and decision making can not only assist individuals with their own personal challenges, but this knowledge can also allow better evaluation of the successes and failures of the organizations to which we belong.   You don’t have to have a college degree or much education on the subject of strategic planning and development to spot concerns or weaknesses that exist in many business, public, and social service organizations.