BY ERIN BLACK – SENIOR CONSULTANT, STRATEGY & BUSINESS OPERATIONS

Strategic plans: Most organizations know they need them but not all have managed to create them — or even more difficult — implement them well. It can be hard to know where to start when it comes to strategic planning and even harder to make sure that your plan is successful. Here’s a quick list of tips for how to design and successfully execute a strategic plan. 

Designing The Strategic Plan

1. Begin with the end in mind. With the exception of “strategic planning,” the word strategic is most often used in a military setting — something I know a lot about with over 21 years of service as an Officer in the Marine Corps under my belt, and work in over 60 countries across the globe. In the military the most senior leaders (Generals) determine how to “win the war”, and come up with the best plan to do that: they study the enemy, estimate how long the fighting will be; assign tasks; and gauge needed resources. The General provides the situation and mission to his or her unit – big picture, the audacious goal, the priorities of work, and the authority for subordinate leaders to act in accordance with the win in mind. The same can be done in an organization. The President/CEO sets the stage and then leave the execution to supporting leaders to fight the battles so that the organization can win the war. 

2. Create clarity. Make sure the plan is clear and the primary executors of the plan are aligned around the objectives. If there is any disagreement in the desired end goals, timelines, or any other major component, this needs to be addressed before design begins. To do so:

1. Talk to staff and stakeholders — get buy in and collect ideas. 
2. Do a SWOT analysis: the final plan should address the weaknesses and threats you identify and capitalize on the strengths and opportunities. 
3. Balance specificity with broad direction. Given the rapid changes in behavioral health, especially when deploying resources strategically rather than specifically, it is imperative that the “what we are trying to accomplish” is clear, trusting your leaders with the “how”. 

3. Design the plan. Make sure that timelines and responsibilities are clearly identified. 

1. The plan should include the “big blue arrows” (military speak for the main objectives) and the estimated timelines. In earlier times, a strategic plan was thought to cover 3-5 years; that time has changed to 2-3 years.  If the length of the plan is too far out, chances are it will lose relevance because of the speed at which things change. 
2. The plan should also include smaller discreet milestones (“battles”). Accomplishing smaller objectives keeps the plan moving forward. It also gives opportunity for adjustment if there is some significant change in the field (billing, state policy, etc). 
3. Link steps within and across objectives, including dependencies. 

Implement The Plan (AKA, The Hard Part)

1. Track progress. Trust but verify. Leaders need to check in regularly to make sure that progress is still being made and timelines are being met. Early identification of stumbling blocks will be key to successfully executing a strategic plan. Review and revise the plan at least quarterly or when a major player moves to a different position, is added, or leaves the company. Once a year, have someone from the outside come in and take a look at how you’ve moved forward on the plan, areas of strength, other components that might be lagging behind, and recommendations for changes and/or improvements. 

2. Accountability is key. One of the hardest/most uncomfortable responsibilities of a leader is to hold people accountable when they are not meeting the standards set before them. When it comes to strategic planning, or more exactly, the execution of a strategic plan, it is imperative to hold staff accountable for their areas of responsibility. Be the kind of leader they can come to so that problems are identified early and roadblocks can be addressed. 

Members of the executive team also have a responsibility to keep each other accountable. If all of the “big blue arrows” aren’t moving forward, then it leaves a flank open to attack. These “attacks” come in the form of reduced morale, increased turnover, confusion, wasted time and expense. There should be good communication and collaboration – this will help the team with accountability. 

3. Be the Chief Reminding Officers (CROs). Leaders should communicate early and often. Change is difficult, especially any cultural changes, and the whirlwind of the every-day often gets in the way of the transformations needed to move forward the goals of a strategic plan. 

4. Be flexible. Every good Marine knows that no plan survives the first engagement. In civilian speak, this means that even the best laid plans can’t, and don’t, address every possible change or contingency. If there is alignment around the strategic plan, finding a work-around will be easier to accomplish. Mike Tyson put it this way, “Everyone has a plan until they get punched in the face” and in behavioral health – especially post-pandemic – the “punches come at an alarming rate. Celebrate successes; learn from mistakes and keep pressing forward. 

If you’re interested in taking the next step in your strategic planning, we would love to chat with you. Learn more about how we can help you.