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SO YOU THINK YOU CAN STRAT

Should I Be In Strategic Planning?

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This presentation was made to students and advertising interns interested to consider the career path of a Strategic Planner. Also included within this slide deck are my speaking notes as many off-slide points were also made.

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Page 1: Should I Be In Strategic Planning?

SO YOUTHINKYOU CANSTRAT

Page 2: Should I Be In Strategic Planning?

What we could talk about…

• What’s the average?• What’s great?• What…me?

Page 3: Should I Be In Strategic Planning?

What we could talk about…

• What’s the average?: Learn P.P.T• What’s great?: Hear T.M.I• What…me?: Take NOT3S

Page 4: Should I Be In Strategic Planning?

What’s the average?

• Pay• Progress• Time

Page 5: Should I Be In Strategic Planning?

What’s great? Choosing the Right Job

The right attitude ALWAYS comes before the right job.

Page 6: Should I Be In Strategic Planning?

Meaningful experiences

ransportable skillsTnspiring relationshipsI

What’s great? Choosing the Right Job

Page 7: Should I Be In Strategic Planning?

• Problem solving: Ability to assess a business problem and create a plan

• Communications: Ability to write and speak persuasively• Selling: Ability to sell, negotiate, and close a deal• Analysis: Ability to look at a set of data and draw important

insights• Team: Ability to mobilise a team to accomplish a meaningful

goal• Talent: Ability to attract and develop good talent around you• Risk & judgment: Ability to make decisions and take

appropriate risks.

About: “Transportable Skills”

Job-seekers list: Change “Ability” to “Opportunity”

Credit: Brian Fethersonhaugh, Chairman and CEO of OgilvyOne

Page 8: Should I Be In Strategic Planning?

About: “Meaningful Experiences”

Page 9: Should I Be In Strategic Planning?

About: “Meaningful Experiences”Speaker notes• The ones that will be most meaningful

to you is the ones you will remember the most.

• The ones you remember the most will be the ones that results in the strongest emotions.

• And the moments eliciting the strongest emotions comes from great success AND great failures.

• Do I focus on my strengths? An advise that is more relevant once you have LOTS of experience (read: at least 15 years of working experience)

• Invest!: When starting out, you need to invest in "experiences." Fail often. It's the time to do it. Just make sure you learn from it. Each and every time.

Page 10: Should I Be In Strategic Planning?

About: “Inspiring Relationships”Be somewhere

you find somebody you wish to be someday.

Page 11: Should I Be In Strategic Planning?

AGENCY

NON-AGENCY

Expert

Man

ager

Client

Acct

. M

anag

emen

tCr

eativ

e

Freelance

By Experience• Planning Executive• Planning Manager• Senior Planning Manager• Assoc. Planning Director• Planning Director• Group Planning Director• Regional Planning Director

By Expertise• By client industry• By consumer segment• By functional area

What’s great?: Path of possibilities

Page 12: Should I Be In Strategic Planning?

“What…me?”

Page 13: Should I Be In Strategic Planning?

“But I Can’t…”

Don’t define your final destination based on how much fuel you have in the car.

Page 14: Should I Be In Strategic Planning?

“But I Can’t…”

Life’s fuel is Experiences.

Page 15: Should I Be In Strategic Planning?

NOTSure“You should be in Planning if you

are…”

“But I Can’t…”

Gambling, credit cards, grooming/beauty products, cars, telecommunications, Government e-procurement systems, facilities like racing circuits, nation branding (tourism), executive education, sweetened condensed milk, cinema, lubricants, F1, electronics, pharmaceuticals

Page 16: Should I Be In Strategic Planning?

“But I Can’t…”

Speaker notes• Planning offers you the

opportunity to be exposed to many client industries.

• Here’s a snapshot of categories I’ve had the opportunity of working on…

Page 17: Should I Be In Strategic Planning?

NOT“Smart”“You should be in Planning if you

are…”

“But I Can’t…”

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“But I Can’t…”Speaker notes• "Planners know less and less about more

and more" (vs. traditional professionals who know more and more about less and less)

• So we'll always be "not smart" in something (and it's OK as long as we do something about that)

• Always keep a "rubber band" mindset of your abilities. Failures and mistakes will happen (even for people in PIXAR)

• Be aware of self-fulfilling prophesy (absolute descriptions of yourself). You are what you say you are. Beliefs --> Actions --> Outcomes

• Be sensitive to your own passions - follow that passion extensively - apply your passion as a lens to solve work challenges ("Confessions of a shopaholic")

Page 19: Should I Be In Strategic Planning?

NOTSherlock“You should be in Planning if you

are…”

“But I Can’t…”

Page 20: Should I Be In Strategic Planning?

“But I Can’t…”

Speaker notes• "Not good at coming up with

solutions to problems"?• It's OK - then be the best damn

DIAGNOSTICIAN you can be (think: House MD)

• Craft problems in a way that will allow for a solution

• The quality of the solutions we come up with will be in direct proportion to the quality of the description of the problem we're trying to solve.

Page 21: Should I Be In Strategic Planning?

Final WordsIt’s not WHO you arebut WHAT you do with who you are that matters most.Speaker notes• Nick Vujicic: Man with no arms or legs

can play football, swim and surf• There may be a 100 things you can’t do.

But make the decision to focus on the tens or hundreds of thousands of things you CAN do.