| We all agree Strategic Planning is a
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| | interdependence is made visible and
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| critical part of a company's success. All
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| | negotiated.Sustainment Plan- Plan to keep
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| too often, however, strategic plans stall
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| | it alive.This describes how to keep
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| before they ever make it to execution -
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| | accountabilities up-to-date and focused
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| or they gradually lose momentum. The
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| | on business results as circumstances
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| organization is then left in a vulnerable
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| | change. As things change, agreements must
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| and uncomfortable position of continuing
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| | be adapted, renewed and
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| to go about its business with good
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| | revitalized.Positive ConsequencesA job is
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| intentions but no focused direction or
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| | a business bargain between an individual
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| aligned action. Move intention into
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| | and an organization. To get beyond the
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| action using this three step remedy.Step
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| | parent/child or master/servant
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| 1. Accountability - Get a grip on
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| | relationship, effective individuals
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| ResultsGet a grip on results by having
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| | bargain for what they want, and can
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| each member clearly articulate the end
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| | realistically expect, through a fair and
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| results rather than just activities. We
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| | reasonable exchange.Step 2: Alignment-
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| use an Accountability Agreement to
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| | Align like a laserWhen all members of a
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| accomplish this (see An Accountability
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| | workgroup have completed their individual
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| Agreement defines the business outcomes
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| | Accountability Agreements as described
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| an individual is promising to deliver,
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| | above, hold an alignment meeting. This
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| and outlines the resources and support
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| | process makes difficult issues
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| that he or she needs from others in order
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| | discussable. Gaps and overlaps in
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| to deliver these results. An
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| | individual accountabilities and goals are
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| Accountability Agreement is broken down
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| | resolved and interdependencies and mutual
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| into seven areas:Business Focus Statement
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| | support is agreed upon. At the end of an
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| - Understand your company and your role
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| | alignment meeting you can revise
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| within it.No employee should sit on the
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| | Accountability Agreements and realign on
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| sidelines as a casual observer of an
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| | a regular basis as circumstances change
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| organization's success. This area focuses
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| | or memories of agreements fade.Gaining
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| on the business of the company and the
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| | traction for your strategic plan ideally
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| unique value each member brings to the
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| | begins with your senior management team.
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| organization. In short, why does the job
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| | Once you've identified who's accountable,
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| exist and what do you bring to the table?
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| | made commitments and aligned this senior
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| This is then related to the role each
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| | group, you can then cascade it down a
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| person plays in the execution of the
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| | level at a time. The process of cascading
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| strategic plan.Operational
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| | continues until all employees understand
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| Accountabilities - Outline the end
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| | what results they are expected to produce
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| results you are accountable for
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| | and how they are aligned interdependently
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| achieving.The strategic plan serves as a
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| | with the rest of the company.Step 3:
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| template to outline who is accountable
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| | Achievement
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| for bringing about various end results of
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| | Individuals usually experience immediate
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| the strategic plan. Focusing
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| | value from the clarity of their business
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| Accountability for various parts of the
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| | bargain provided by this process. The
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| strategic plan that the individual can
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| | Alignment of individuals who know what is
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| significantly influence and achieve is
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| | expected of them and who know what they
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| the key to clearly articulating who is
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| | want in return creates a powerful force
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| accountable for producing specific
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| | for corporate success.About the
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| end-results.Leadership Accountabilities -
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| | Accountability/Alignment Process:The
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| Set the tone and culture.Integrating the
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| | process we've outlined above has been
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| leadership style into your strategic plan
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| | consistently successful with our clients.
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| sets a tone throughout the organization.
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| | We've made this process available to the
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| Leaders successfully execute the plan by
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| | public through our books Accountability:
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| focusing on the people side of their role
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| | getting a grip on results, and Aligned
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| and how they expect people to work
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| | like a laser, and have recently made our
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| together. Leadership accountabilities set
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| | online tool (AlignOnline)
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| the tone for the leadership style, and
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| | available to organizations and
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| introduces the notion that "leaders model
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| | consultants who wish to use it in their
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| the way".Goals- Your road markers.Goals
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| | consulting practice. Visit us at for
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| are specific milestones that are derived
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| | more articles on Strategic Planning,
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| directly from your accountabilities.
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| | Accountability, and Alignment and
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| Goals can be described as SMART:
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| | information on our books and online
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| Specific, Measurable, Attainable,
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| | Accountability tool. Shaun Murphy, Ph.D.
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| Realistic and Time Based.Support
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| | and Bruce Klatt, M.A. are senior partners
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| Requirements- Identify the support and
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| | in Murphy Klatt Consulting and authors of
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| resources you need.Success in
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| | Aligned Like a Laser (2004) and
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| organizations demands a significant level
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| | Accountability: Getting a Grip on Results
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| of teamwork and reciprocity. The
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| | (1997). They are internationally
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| individual is accountable for achieving
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| | recognized experts in the field of
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| end results in a context of mutual
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| | Organizational Effectiveness whose books
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| support. No one gets anything done alone.
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| | have sold over 100,000 copies
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| The alignment meeting described below
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| | internationally.
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| creates a conversation where this
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|
