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San Francisco March 3, 2018
Planning Success James Cooke
“Never take the first steps-
without considering the last.”
1. INTRODUCTORY THOUGHTS…………………………………………………….1
1.1 Murphy’s Law
1.2 Your Leadership Path
1.3 Sort Out Your Thinking
1.4 “Cheat”
1.5 Cultivate Expectations
1.6 Make It Dynamic
1.7 Framework for Leaders
1.8 The Undiscussables
1.9 Key Result Areas
1.10 Plan the Publication
1.11 First Summary
2. THE PLAN……………………………………………………………………………………..8
2.1 Preparation
2.2 Tell a Story
2.3 The Sweet Spot
2.4 The Fly Wheel
3. PRODUCING THE PLAN……………………………………………………………...12
3.1 Preparing the Ground
3.2 Taking Stock
3.3 Completing
3.4 Communicating
3.5 Summary
4. SUMMARY SO FAR…………………………………………………………………..16
5. 5. SPECIAL THOUGHTS…………………………………………………………….18
5.1 Making it Happen
5.2 The Cascade
5.3 The Awareness Machine
5.4 The Business Development Unit
5.5 The Way We Do Things Here
5.6 The Welcome
5.7 Practical Thoughts
5.8 Presentations
6. NEXT ACTION…………………………………………………………………………….26
7. PROGRAMS FROM JAMES COOKE…………………………………………28
TA
BL
E O
F C
ON
TE
NT
S
Figure 2.
Murphy’s Law of Life
If anything can go wrong, invariably it will
Nothing is ever as simple as it seems
Everything you decide to do costs more than you first expected
Every important action takes more time than you have
It is a fundamental law that nothing ever quite works out
It is easier to get involved in something, than get out
The more complex the idea, the more simple-minded the opposition
Things get worse under pressure
Figure 1.
KEY RESULT
AREA
Structure for
Presentation
Frighten
Reassure
Explain
Enthuse
S.A.S
Figure 3.
1.
PART 1. PREPARING THE GROUND (1 Month)
1.1 Murphy’s Law demands a stock take (fig 1)
1.2 This is your path to leadership success.
-Framework for Leadership
-Focus on Pareto*1, communication, motivation
-Basis for Measurement
-Synchronicity
1.3 The Plan-Sort out your thinking (fig 2.)
-Think hard, fast, honest
-Do it right the first time
-Start with the end in mind
-What will success look like FREE (fig 3.)
-Cheat*2
-What are the key obstacles? What are the undiscussables?
-Where are we now? SWOT(*3)analysis?
*1 Pareto: Italian Engineer
80/20 Rule, 80% of the land in Italy was owned by 20% of the people.
*2 Be canny, think gutter up, what would you do if this were you’re money?
*3 Strengths, Weakness, Opportunities, Threats
2.
Former
Trustees
Former
Board
Former
Members
Former
Staff
Trustees
Local Interest Groups
Staff
Board
Members
Figure 4
Interest Groups
3.
1.4 Cultivate Expectations
-Who are your key audiences?
-What do they expect?
-What do they fear?
-Keep them in the loop?
-Presell everyone.
1.5 Make it Dynamic
-Focus groups
-Staff Involvement.
-All interest groups (see fig 4.)
-Ask why members left/joined, expectations.
-Build momentum, build on experience.
-Guesstimate but record real knowledge gaps.
4.
Figure 5 Ensuring Success
Strong Targets but always achievable
Exact time scales but always realistic
Clarity over knowledge gaps, major risks
Brutal facts, no whitewash
Saying “No” to fruitless options
Pareto Rules
5.
1.6 Set Your Framework for Leadership
-It’s all about you-the leader.
-It’s your framework for leadership in the future.
-It’s about building you’re “A Team”, involving your key people, your staff,
your members.
-It’s about success, how to get there (fig 5.)
1.7 Discuss the Undiscussables
1.8 Focus on the Key Results (KRA’s)
1.9 Plan the Publication-a Study in Persuasion
-Clarify purpose, target-Board, Bank, Manager, Public, Members, Staff
-Max of 40 pages-rest Appendices.
-Simple English-no sector babble.
-Make each chapter sing with labels. So: “ Clearing the Decks”, “ Consolidation”: “Break Out”- not “Marketing” but “Building Membership”; not ”Finance” but “Growing the Foundation”. Clarify purpose, target-Board, Bank, Manager, Public, Members, Staff
-Focus on KRA’s (Key Result Areas)
-Use 3-5 year time Horizon
-Create appropriate team and make time
-Ensure home support
-Plan visuals, photographs through out.
-Always present “ in draft”
6.
Action &
Budget
CASH
PEOPLE
SYSTEMS
CLIENT Strategic
Plan
Quality
Risk
Vero Beach Museum
of Art
St. Petersburg Airport
Grimshaw
Figure 6
7.
Part 2. PLANNING AHEAD (1 Month)
2.1 Where are we today? -Review the whole business (fig 6)
-S. W. O. T. Analysis.
-Quality - choose and then follow through.
-Risk - cover all facets, implications and sources of collapse.
2. 2 Prepare to Tell a Story. -Looking back, taking stock today, looking forward. *1
-Key 3 actions to strengthen today, who does what, by when,
what reporting Milestones, benefits
-Key 3 Actions into the future, who.. As above…
2.3 Understand the Sweet Spot (Fig 7 overpage) -What makes you special, different? *2
-What are your unique selling points (USP’s)?
-Produce the elevator talk for all you meet (see *2 on page 23)
2. 4 The Flywheel (Fig 8) -Effective generic business model.
-Little Steps.
-Tipping points.
-Exponential growth.
*1 Vero Beach Museum of Art
*2 Grimshaw
8.
Figure 7
PASSION
$$$ BEST
Figure 8
9.
Focus Groups:
Target 20-30 attendees
Use a Facilitator
Summarize History
Describe Today
Be Up Beat but Honest
Focus on Key Issues
Ask for Feedback
Keep In Touch
Follow Up On Promises Record Details in Appendix
Take Photographs for Report
Supply Food and Drinks
Figure 9
10.
11.
PART 3 PRODUCING THE FIRST DRAFTS (4 Months)
3. 1 Step 1 Organizing Thinking -Think it through with key advisors.*
-Recruit and brief strategic plan team.
-Rough first draft.
-Check audiences, key interest groups, expectations,
knowledge gaps, board and staff issues.
-Organize to respond to the above.
3.2 Step 2 Testing -Focus Groups (Fig. 9 on previous page)
-Co-opted Research
-Honest
-Fun
-Redraft & Draft 2
-Agree KRA’s
-Follow on Focus Groups
-Redraft Report to Version 3, develop key issues, KRA ’s
-Follow through focus groups, add others (e.g. Children and
women)
-Start pre-selling the plan, checking expectations.
3.3 Step 3 Completing -Part 1: Introductory Summary ( 4 pages to be completed at
the end)
-Part 2: Looking Back. “History” ( 4 pages)
Key numbers, achievements, stories.
-Part 3 Today. “ Consolidation” ( 10 pages)
Where we stand, key numbers.
Part 4: Looking Ahead “The Springboard” (20 pages)
S.W.O.T analysis link to Fig 6 on page 7
-The Vision for the future, what success will look like.
-The Key actions again linked to Fig 6. For the future
-Immediate Little Steps.
-Taking care (see fig 10 on page 13))
*CBI Special Programme Unit, Royal Maritime Museum, Greenwich, London-Captain Cooke
12.
Figure 10
Complete in Draft
Keep “Cheating”-add a quick win
Keep “Cheating”-add a key decision
Ensure Communications
Thank and Feature the Team
Start Final Production
The Belfrey Hotel
England
Royal Automobile Club
London
“Taking Care”
13.
3.4 Step 4 Selling the Plan -Pre-sell, manage expectations, hearts and minds.
-Focus on Key people, then the rest
-Test, liaise, test, liaise, and test again…
-Feedback interest groups and staff
-Ensure no surprises
-Develop outline knock on plans such as Marketing, Fund
Raising, other KRA’s
-Develop Partnerships*
-Learn to say “No”
-Build Momentum
3.5 Summary -Prepare the Ground
-Plan Ahead
-Produce Final Draft
-Time taken 7 months (fig. 11)
* RAC and card games *Belfry PGA and Greenkeepers
14.
Vero Beach Museum
of Art
The Money Shot
2002 Ryder Cup
15.
4. Summary So Far
-We have taken up to 7 months
-We have a simple plan of up to 40 pages.
-It tells the story, history, today and the future.
-It is in simple English, spells out 3-6 key actions and why they
matter.
-It is built on what will become continuous research.
-It is clear, unabashed about guesstimates and knowledge gaps.
-It is achievable.
-It is owned by the leadership.
-It includes an early “win”*
-We have used the process to emphasize “the way we do things
here”.
-We present to all interested parties.
-We presell.
-We celebrate!
*Belfry and the Ryder Cup.
*VBMA and Blockbusters.
Time So Far:
Initial Deck Clearing 1 month
Preparing the Ground 1 month
Producing the Plan 4 months
Completely Communicating 1 month
7 months
Figure 11
16.
Figure 12
EXISTING
CLIENTS
PAST
CLIENTS
REFFERALS
FIRMWIDE CLIENTS
SECTOR BREAKOUT
Small number but
known relationships
and high probability
Large Number Low
Probability
THE CASCADE
17.
Part 5 SPECIAL THOUGHTS-MAKING IT HAPPEN
The challenge now is getting traction without breaking the bank or falling on your face.
Here are 7 pragmatic concepts that will help.
5.1 Adopt the Cascade (Fig 12.)
-Priorities your clients in terms of the appropriate metrics. At the top are
those most likely to contribute most to your target They are the “low hanging
fruit”, usually existing customers and usually the challenge is to expand your
share of their wallet.
-But don’t forget past clients. Enlist them for introductions, referrals,
marketing support, and special skills.
-Don’t forget existing and past staff-possibly the most valuable short term
allies*
-Ask all your people for referrals, give them a copy of the elevator talk, one
new client per person.
-Include volunteers and friends.
-Think carefully about Business Clients of your operation, place them in the
cascade.
-Intermediaries are potentially powerful enablers.
-Accountants, Bankers, Lawyers, groups who know you well and have many
clients and contacts themselves.
-Sector wide Breakout. Look for sectors where you are having success and
then consider sector marketing.
*The Exxon receptionist
18.
Figure 13
THE AWARENESS MACHINE
1. The “Awareness Machine” is a
means of controlling thinking
and action in MR and aware-
ness building amongst existing
and target clients.
2. Issue: each part of the Club
identifies provocative issues to
be reviewed.
ISSUE
RESEARCH
PAPER 1
WORKSHOPS
REVISED PAPER
PUBLICATION
19.
5.2 Use the Awareness Machine (Fig 13.)
PR and Media coverage usually comes with a hefty price tag. Here’s a way to turn essential research
into a potential free press editorial story.
-Identify a real issue-e.g. price sensitivity.
-Use focus groups building on your planning
experience, including updates on progress.
-Write Paper no 1*1 and circulate to all “members” *2
-Workshop to appraise, investigate and agree outcomes. Again use key targets. Add food
and drink-have fun, cement relationships, take photographs.
-Feedback to all involved via email. This is all about communication-you cannot lose, it
is a win/win if properly handled.
-Involve Media throughout and brief at the end *3. You are
presenting them with a story, photographs and a topical initiative– what is not to like?
*1. There maybe several iterations and so more than one paper.
*2. “Members” maybe the most obvious target, but there will be many others identified in your
Cascade.
*3. CBI-SPU
5.3 The Business Development Unit (BDU)
Ultimately the key to great marketing is detailed implementation of sensible ideas. It involves a
large amount of follow up, research, record keeping (contact lists) and there is never enough
time or money. You will never achieve a Breakout until you form a dedicated unit run by a me-
thodical implementer of plans and ideas. The BDU will oversee implementation of the cascade,
of the master contact list of members, friends, suppliers, intermediaries *1 . It can start with 1
person, using the internet and “mailchimp”, managing the website, and overseeing invitation
lists. It will grow as you cross-check peer groups for bench marks and then exceed their invest-
ment *2.
*1. The VBMA total list rose from 32 to 7000.
*2. Ford motor co-strategy
20.
21.
5.4 Build the Culture-”The way we do things here.”
-The Learning the Company.
-Update, refresh, but NOT write a second plan.
-Celebrate Success.
-Zero tolerance on the bus.
5.5 Improve the Welcome
-Walk the new member process from the referral, to the web, to
the telephone, to the driveway, the front door, to the bar, the
shop, the grounds, the restaurant and to the internet follow up.
-Compare with peers, with the best*, with expectations of your
target customers. You win/lose on the first appearances, follow
through with the relationships.
*RAC, Publix, New Zealand and Disney.
22.
Be Practical & Honest
Ensure all staff are on the bus
Do not take on new recruits-test on a project, use as consultant, ensure adequate forward cash.
Recruit when finally convinced.
If in doubt, don’t recruit.
Focus on your brands in terms of selected quality, USP’s, KRA’s clients.*1
Keep Bank close, involved
Keep fit, sort out home life, initiate wellness at work.
Care for your members and staff- “love them to death”
In desperation put back payments by 1 month
Put the best person on debt collection
Give everyone the “Elevator Talk” -*2
Walk the talk, be there, communicate.
*1 Compared Publix and Ralph Lauren.
*2 We deliver large buildings that work, that transform the community and inspire their users.”
Grimshaw
Figure 14
5.6 Practical Thoughts.
Check through the list in figure 14. It relates especially to moments of crisis but the lines of
thinking will help you conserve cash and avoid human problems.
23.
5.7 Presentations Matter Everyday.
You and your leadership team as a minimum should become master presenters, make them
everyday, seize every opportunity to add to their skills and help each other .
We have already touched on one or two golden nuggets applicable to all presentations
Establish a framework of relevance, hence “Looking
Back, Today, Looking Forward’”.
Look to tell a story, use simple English.
Be passionate, enthusiastic, committed, and be
yourself.
Keep the essential story in mind (Fig 15).
Use F.R.E.E as a fall back structure.
Tell them what you are going to say, say it, sum up
on a major upbeat.
24.
PASSION
$$$ BEST
3 YEARS
Figure 15
25.
6. Next Actions
You have spent 6 or 7 months getting to this point. ACT.
Be decisive about essential KRA’s, and any knock on plans not
yet completed for Marketing, PR, CRM, People Development.
Delegate comprehensively.
Plan the Board and People Development Program as justified.
Introduce a total cost/revenue improvement plan
Confront issues, say “No”.
Coach, Support, Help and Celebrate.
26.
27.
James W. Cooke
Formerly Managing Consultant at Europe’s leading firm of consultants PA Interna-
tional, Mr. Cooke served 4 appointments for the British government and the
European Union.
His clients have included public and private organizations of all shapes and sizes.
He created the Belfry Hotel as the European Headquarters of the PGA and the
home of the Ryder Cup.
He was a Senior Member of the Royal Automobile Club, Pall Mall, London and of
Brooks’s, St. James’ s Street London.
Today he lives in Florida with his beautiful wife, plays off a handicap of “10” and
gives talks, workshops and consultancy world wide.
For more details, background information and access to his book “Understanding
Leaders”, see his website
jamescookeenterprises.com.
28.
“Leadership, International Talks and Consulting”
www.jamescookeenterprises.com
772.492.1550
“A Collaboration of Knowledge”