Duru consultingpersonalstrategicplanning

“If you don ’t know where you are going, any road will take you there.”

Lewis Carroll

2012

Personal Strategic Planning

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© All rights are reserved, 2007-‐2012. www.duruconsulting.com, [email protected] 1

Important To get maximum benefit from this document, we suggest you first have a look at it and think about the titles in general. Once you get everything on paper, keep your file in a handy place and read it once or twice a month, remind yourself your strategic plan and note your achievements. When necessary, use the empty back pages for changes or notes. Remember, “writing is magic” and it is only you who can create this magic.


Summary of 2011 (I – Improvements): Projects you have started/completed, big/important achievements, your remarkable/ innovative/new ideas, situations where you feel more competent/more mature, your self-‐investments (education, training, books, researches etc.).


Summary of 2011 (II -‐ Learnings): Critical challenges you have faced with in business, missed opportunities (what could have you done differently to reach a better result?), lessons learned from 2011.


Your Strengths: Your strongest, most impressive attributes and skills that make you different from others.

Areas of Improvement: What can you improve to benefit from the opportunities you may face with in the future?


Your Values: Your principles in business.

Your Slogan: Remember the adjectives people use for you when introducing you to others. Be careful: If you do not have any, then it is the time to create your slogan and act accordingly.


Your Product: Your job, the value you create.

Your Passion: Things that you enjoy most in life, subjects that you consider yourself (generally) an expert on. Best if your job and passion are well aligned.


Your Objective: The point you’d like to reach in business, your target. Objectives can change over time, but you should always have an objective. PS: Please identify your short, medium and long-‐terms.

Short Term: Medium Term: Long Term:


Short Term: Medium Term: Long Term:

Actions required to reach your objectives? You should be able to identify actions better than “working hard”. You need to identify the specific actions and planned moves to reach your objectives.


Your Focus Group: People with the power to create and offer the right platform to you to reach your objectives. Their passions, interests and expectations.


Partners Analysis: People who would be able to support you in reaching your objectives. Their greatest strengths you can leverage. How you would support these people.


Competitors Analysis: Those who try to reach the same objectives and target customers with you. Analyze their strengths and powers to influence the target customers, and compare their strengths and powers with yours.


January 2012. What have you done to reach your short, medium or long-‐term objective?

February 2012. What have you done to reach your short, medium or long-‐term?


March 2012. What have you done to reach your short, medium or long-‐term objective?

April 2012. What have you done to reach your short, medium or long-‐term objective?


May 2012. What have you done to reach your short, medium or long-‐term objective?

June 2012. What have you done to reach your short, medium or long-‐term objective?


July 2012. What have you done to reach your short, medium or long-‐term objective?

August 2012. What have you done to reach your short, medium or long-‐term objective?


August 2012. What have you done to reach your short, medium or long-‐term objective?

September 2012. What have you done to reach your short, medium or long-‐term objective?

October 2012. What have you done to reach your short, medium or long-‐term objective?


November 2012. What have you done to reach your short, medium or long-‐term objective?

December 2012. What have you done to reach your short, medium or long-‐term objective?


Personal Evaluation: You can find below some generally accepted attributes that have high importance in reaching a wide variety of business objectives. With 1 being very weak and 5 being very strong, please evaluate each attribute according to its relevance to your objectives, and evaluate yourself too. Please rate in the left square the relevance of each attribute to your objectives (1 to 5); and, specify in the right square the difference between your own rating and the relevance rating of that attribute (-‐4 to 4). Please remember that sometimes even a smallest thing can make a huge difference and may offer competitive advantage. I defend and stand by my beliefs. 1 2 3 4 5 I know how to self motivate, I do not expect it from others. 1 2 3 4 5 I focus on the solution when there is a problem. 1 2 3 4 5 I accept the consequences of my choices; I do not try to blame the conditions or others. 1 2 3 4 5 I read, take notes, research, take all necessary actions for my personal development. 1 2 3 4 5 I focus on people’s positive and strong attributes. 1 2 3 4 5 I do not do negative talk about people in order to make myself look better. 1 2 3 4 5 I acknowledge others’ achievements. 1 2 3 4 5 I am an adult and I act accordingly. 1 2 3 4 5 I reflect quality with my attitudes, behaviors and choices. 1 2 3 4 5 I trust and believe in myself. 1 2 3 4 5 I try to make people happy and I let them know that I respect them. 1 2 3 4 5 I impress people with my appearance and increase my credibility. 1 2 3 4 5


Conclusions: Analyze your Personal Evaluation results on the previous page. Think about what type of feelings you evoke in people, how they feel when you are around. Remember, people buy experience, rather than services or products today. What do you offer them, what type of experience you create for them?

Your Difference: Consider the whole self-‐analysis you have done so far and summarize your difference from your competitors in one sentence.


Strategic Planning of 2012: Consider your strengths, passion, values, competitor / partner / focus group analysis and write down your realistic, timely, achievable, measurable strategic plan to reach your objectives. A good strategic plan should answer the questions of what, where, how, when, why, for / with / against who.


Notes:


Our principles at Duru Consulting We believe

o Everyone is in people business. o A corporation's success depends on the people working for it. o Each employee should play an active role in getting control and

developing his or her career, along with the HR Department. o Professionals should be given a chance to discover how unique and

special they are. o A corporation goes further only if its members can express their best

in their professional life. We are dedicated to providing coaching, consultancy and training programs to enable our clients to achieve their best in today’s complex business environment.


Sedef Duru Özkazanç, Co-founder Sedef Duru-‐Ozkazanc holds a BA in Business Administration with marketing major from Middle East Technical University. Having worked many years for Philip Morris and Eczacibasi, Sedef has a strong background as well as more than 20 years of experience in marketing in various markets and countries. With her vast experience in brand development, image, perception and communication, Sedef decided to expand her career into the field of professional development. In 2003 she founded Duru Consulting Professional Enhancement Services in Switzerland, providing training and consulting services in interpersonal communications and employee branding. Sedef is a member of International Coaching Federation (ICF), International Association of Facilitators (IAF), American Society of Training and Development (ASTD), and Swiss Mensa.


Elif Duru Gönen, Co-founder Elif Duru Gonen has 14-‐year experience in corporate communications and marketing at HP, The Coca-‐Cola Company, Swissotel, Superonline and Vakko, and held various positions including 8 years of management experience. During her corporate experience, Elif designed and executed many training programs in communications, leadership, personal development and corporate etiquette areas. She is member of IAF (International Association of Facilitators), PERYÖN (Association for Personnel Management), TÜHİD (Turkey Public Relations Association) and SHRM (Society For Human Resources Management). Elif has been consulting and designing workshops extensively in various areas of management. In addition to these, she has specialized in developing Management Trainee programs and effective management of Y generation. Currently, Elif works with many local and international companies and attends conferences as keynote speaker in these areas.

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Duru consultingpersonalstrategicplanning