A Discouraged Strategic Planning Team Breaks through to Greatness
Situation: We were called in to the FAA Tech division to work with a stalled (and very frustrated) strategic planning team. The team had been given its mandate, but with conflicting directions and agendas from “cooperating” sections of the agency that left them somewhat paralyzed.
Action: We introduced the Balancing Act strategic planning process, which the group found easy to understand and were excited to use. The team dug in to a complete rethinking and reframing of everything they had done to date, using the five element model as its framework. The group literally set up five computers as five separate work stations to complete its work on each one of the elements in the plan. At a certain point, the TCI facilitator mostly watched them fly free and exhilarated after being stuck for so long. The team assigned a lead member to conclude each element, but all roamed from work station to work station, simultaneously integrating the work among all the elements of the plan.
Results: The strategic plan was completed with astonishing speed – three days of intense work after months of being grounded.. The group then polished and presented their results to the FAA's senior management team to considerable acclaim. In acknowledgment of their efforts, this team was awarded the “best team” of the year, and the leader of the team was named the “best employee” of the year!
An Owner/ManagerTeam Generates Buy-in for the Future
Situation: A three-member owner/manager team, consisting of mother, son and daughter, oversaw the operations of three privately-owned nursing home facilities. They hired us to conduct planning and feedback sessions with the hope of taking all their managers and supervisors to new phase (which included succession planning). They also were aiming for a higher level of service, increased buy-in across the organization for decision making – and averting staff unionization. This was a healthy team and family unit; indeed, they were remarkable because they had done extensive personal work and relationship work. They also kept strong boundaries between family and work issues. So we were able to move quickly into business issues because they came into the Balancing Act process with far fewer problems than most family businesses we’ve seen.
Action: We used the Balancing Act strategic planning process to clarify, name and prioritize existing issues, then proactively plan for next phases of growth. We were brought on site to work through the entire strategic planning process with the next layer of managerial teams and supervisors.
Results: This nursing home and assisted living group has managed to maintain its private status, is profitable, and is considered to be among highest quality homes in region. Unionization was averted, succession during the mother's retirement was smooth, and the entire management team has taken their game up a notch. All the major goals identified by strategic planning sessions were accomplished.