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Steering Team Inputs
Planning Process 15/16
@Abdo@maemiliasaley
PLANNING CAN BE TRICKYI can easily recall the first planning experience as an LCP, it might be a completely different scope yet the fundamental
mistakes we make can be the same reflecting later on my MC experience and comparing both. Before going to this upcoming
planning process as an MCP I thought why wouldn’t I go through all those old files on my computer which some have never been
touched a day beyond the planning process, to try and trigger my memory banks to recall what went wrong and what went right.
And following are some of these thoughts, giving you some insight on what to pay attention to that could make it go wrong.
Failure in
What method will you use to do
your goal setting or will you use
a combo of methods?
Check out this white paper
What filters will you use to
identify your focuses and
must wins?
COMPLEX
S I M P L I F Y Y O U R S T R A T E G I E S - C L I C K
H E R E
3. FINANCIAL ESTIMATES ARE SIGNIFICANTLY
INACCURATE
CLICK ME
How will you develop and
monitor your budget? (*Big chunk of your financial plan
is your budget)
4. PLANS ARE BASED
ON INSUFFICIENTDATA
DO YOU HAVE THE DATA YOU NEED?
H I S T O R I C A L M O S A C H I E V E M E N T A N D
C O N V E R S I O N S D A T A P E R P R O G R A M F O R T H E
P A S T 4 Y E A R S ( O R L E S S A C C O R D I N G T O E N T I T Y
A G E )
5. INFLEXIBLE / UNDEFINED
TEAM ROLES AND RESPONSIBILITIES
*IMAGE ABOVE IS FOR BELBIN TEAM ROLES
Did you map out all your team’s
JDs and Roles?
Did you do proper
for your
team’s members?
6. HR REQUIREMENTS
UNDERSTOOD
K N O W H O W T O I D E N T I F Y &
C A L C U L A T E T H E A M O U N T O F P E O P L E
Y O U ’ L L N E E D T O D R I V E A P R O J E C T
MC
NSTs
Sub-Comities
LCPs
LCVPs
HOW FLEXIB LE ARE YOUR PROJECT IDEAS TO ADAPT TO
POSSIB LE CHANGES IN T IMEL INE OR ENVIRONMENT?
SINCE YOU ALREADY SELECTED YOUR TEAM
Assuming you have the right people in MC leadership positions,
now you need to make sure who is handling which parts of the
planning process YES GIVE THEM RESPONSIBILITIES
IN PLANNING (You don’t need to moderate the whole planning
process yourself… TRUST THEM…. OR GET A CHAIR)
Who in your team will moderatewhat parts of the planning
process?
When mapping out people leading major
projects for the team that directly contribute to your MC team Legacy make sure :
• These are the right profiles with the suitable background
• They would be passionate and excited to lead such a project
through the year
• Can have a contribution to the project success
9.Having a plan simply
for plan’s sake
Putting it on the shelf
Find our if you're lying to yourself!
would
your plan
have?
Have a closer look at these tips here
A recommended
reading
10.Ignoring marketplace reality, facts, and
making assumptions
•Do you have enough data about your markets that would enable your planning process?
“Youth market, NGO market, Corporate market, Startups, etc…”
•What tools are you using to collect or acquire data?
“Refer to the YOUTH SPEAK data”
in that trip and
think that plans willexecute themselves!
“Planning process was over! My MCP, my teammates and I were extremely happy for that, we had a vision, goals, a plan,
the guide that we were going to follow to achieve our dreams.
The next step was planning presentation to our MC. I remember myself as an MC VP explaining how the planning
process was, showing our goals, main drivers and MC projects! Their faces explained what they were feeling: proud,
astonishment, trust. However, some words of the MCP 13.14, are still on my mind: “Well done guys. For sure you dreamed super high, you envisioned the future, now is your time to make it happens, you’ve a plan for translate all that into
reality, haven’t you?” ”
Why do you think shesaid thesewords?
Three months later, having only 20% of their Q1 plan accomplishment and loosing the trust of their network , they
understood why she expressed that.
Often, the problem isn’t the
strategy, but how it’s
implemented
1 ) W E D I D N ' T S H A R P E N O U R F O C U S
2 ) W E D I D N ' T D E F I N E M I L E S T O N E S
3 ) I N T E R N A L C O M M U N I C A T I O N A N D E D U C A T I O N A L C Y C L E
W E R E N O T I N T E G R A T E D .
4 ) W E C O U L D N ' T S E E I F T H E S T R A T E G Y W A S W O R K I N G O R N O T .
5 ) M C E B W A S R E S P O N S I B L E F O R E V E R Y T H I N G , W E F O R G E T O U R U N I Q U
E N E S S R O L E .
6 ) W E L A U N C H E D O U R I N C E N T I V E S Y S T E M 2 M O N T H S L A T E R
7 ) A L L T H E M C V P S T O O K P A R T I N D E C I S I O N M A K I N G P R O C E S S
8 ) W E D I D N ' T I N V O L V E L C S I N T H E P L A N N I N G P R O C E S S A N D A F E T E R I T .
9 ) T H E R E W A S R E S I S T A N C E T O C H A N G E S O M E T H I N G S
1 0 ) W E C R E A T E D T H E C U L T U R E W E D I D N ' T W A N T T O S E E
Why did they fail in implementation?
-They took execution planningfor granted -
It's not going to happen to
1) Keep it simple:Think in threes to simplify strategies, metrics, and actions.
Apply the 80/20 principle to focus on the 20 percent that are your vital few.
2) Identify your one thing:Decide what is most important--the one activity that most directly helps you execute your plan.
Align your one thing with your entity's most important
Ask your team, "What is the most valuable thing you can do right now?"
3) Know when to say no:Create decision hurdles to filter new opportunities.
Say no to activities, tasks, reports, meetings, and projects that do not directly support your plan.
4) Apply the Four Ds: do it, delegate it, defer it, dump it.
SHARPEN YOUR FOCUS
A sharp focus answers the "WHAT" question:
What do you need to do to execute your strategy?
A milestone is an important event marked on a timeline and recognized when
succesfully reached.
You can use them effectively as primary checkpoints to see how well your projects
are doing and whether projects are on schedule, moving forward and on budget.
When selecting milestones be conscience of these parameters: frequency, timing,
visibility, accountability and fallibility.
RESOURCES: Successful project milestone planning
DEFINE MILESTONES
• Coaching Model for LCs and Expansions based on OD Model
• LC Planning based on OD Model
• Education Cycle
• Internal Comms
• Incentive Systems
• Monthly Analysis and SONA
• NST Management
Guarantee that all your MC EB, LCPs and NST understand these connections,
can see the bigger picture and they deliver also the same message in all these
touchpoints. Check: aies.ec/page-od
ALIGNE MC STRATEGY and MC PLAN TO OD MODEL
During one AI Coaching Visit to Latin America, Lucia asked to the MC, please write
all the things you're doing right now.
All the MC VPs started writing and writing. Then she made other request, please
write what are that things you want to achieve this semester. After it, please match
what are you doing with your goals.
What happened… ?
EACH PROJECT HAS CLEAR KPIS
PROJECT 1
PROJECT 2
PROJECT 3
PROJECT 4
1500 GCDP RE
3 TLPS APPLICANT FOR
EACH OPEN POSIT ION
RETENTION RATE OF 70 %
16 LOCAL COMMITTES
PROJECT 5
For each project you should develop key performance indicators that can be
measured and monitored on an ongoing basis. You need yo procure operatig data
related to these indicatores and evaluate results on schedule (weekly, monthly,
quarterly).
In your "milestone check points", weekly and monthly meeting, you should
evaluate what's working and continue these prrocesses and enhace you to boost
performance. With failing results, you should determine what processes don't work
and make immediate adjustments!!
EACH PROJECT HAS CLEAR KPIS
When you're planning, defining who are the persons involved in the project, always
ask yourself "what are that things that only an MC EB can do?"
Remember to identify all the people you have to deliver the strategies, your
national support team, LC VPs, LCPs, EY partners.
1) How can you involve them?
2) Allocate your best people on your biggest opportunities
3) Is everyone working under their strenghts?
WHAT'RE THAT THINGS THAT ONLY AN MC EB CAN DO?
Align Entity incentive systems to your OD Model and launch it when you launch
your strategy
• Examples of this:
- LC that is delivering most to partnerships in focus programme
- Base it on LC goals vs. achieved and not just on who is the top LC
- Ensure incentive system clusters are based on OD Model clusters
- Incentive systems to drive both collaboration and the right kind of competition in
the entity
CREATE AN INCENTIVE SYSTEM
1) Who decide what?
2) Who is accountable? To whom? For what?
DEFINE A CLEAR DECIS ION MAKING PROCESS INS IDE
YOUR TEAM
LCPs, LC VPs and NST for sure have better answers and ideas than us! They can
help you a lot for planning and also after planning to validate your strategies, see if
make sense or not.
You can have a Summit before planning, to understand better your context and
current state, to gather inputs and insights. Other things you can do: calls, forms,
virtual meetings, pre meetings with NSTs, LCPs before your national conference.
INVOLVE YOUR LCPS, LC VPS AND NSTS
Do you want to implement change
powerfully and successfully?
If you're going to make changes during your term (in operations or in your culture),
guarantee that you follow a change management flow.
CREATE A CHANGE MANGEMENT PLAN
You can follow Kotter's 8 step for change management
WATCH THIS VIDEO!
An organization's culture plays a significant role in its ability to successfully execute
strategic plans. Successful leaders shape their cultures instead of allowing their
cultures to shape the organization.
PLAN THE CULTURE YOU WANT TO SEE
CurrentState
DesiredState
PLAN
Check aies.ec
HAPPY
