Many of the clients we work with have a Strategic Plan document. However, throughout the year it can easily be forgotten about among other priorities. Strategic planning is a great exercise to think about the future of your organization—where you would like to be and what your goals are to get there. Here are five ways to help improve your strategic planning process.

Need help developing or applying your organization’s Strategic Plan? We can help! Contact us to learn more! 

By Stephen Alfano, PMP®, CSM, Prosci 

There is no sure-fire way of predicting when (or how) a crisis will occur in an organization or a business environment. Crises, by their very nature, are all too often unpredictable and all-consuming events. 

However, with the practice of risk management, organizations and business leaders can assess potential crises and quantify their ensuing impact. More important, they can use the assessments to create mitigation plans to prepare for potential emergencies. 

One such mitigation plan is preparing a crisis communications plan. 

A crisis communications plan provides a framework for timely and clear messaging from when the crisis hits through its evolution. A crisis communications plan often extends well beyond the end of the crisis to ensure that everything and everyone is on the same page or narrative. Like most proactive business management strategies, crisis communications plans fall into categories that mirror the most critical operations and functional areas.

Here are the top five crisis communications plans and what they aim to mitigate.

• Financial Crisis Communications Plan: This plan focuses on controlling the narrative surrounding revenue loss or asset devaluation caused by external factors (like decreased customer demand) or internal factors (like poor purchasing decisions).
• Personnel Crisis Communications Plan: This plan focuses on controlling the narrative surrounding either illegal or unethical behaviors of staff or stakeholders which could damage the organization’s reputation. 
• Organizational Crisis Communications Plan: This plan focuses on controlling the narrative surrounding negative press coverage or media attention when an organization mistreats or manipulates customers in pursuit of profits or market data.
• Technological Crisis Communications Plan: This plan focuses on controlling the narrative surrounding technology failures, such as a customer-facing website crashing or errors in codes that disable business processes and limit or shut down operations. 
• Environmental Crisis Communications Plan: This plan focuses on controlling the narrative surrounding operations disruptions ranging from one-time or temporary delays or closures (like a power outage or gas leak) to sustained, long-term delays or closures (like a plant shutdown or a devastating hurricane). 

Most Crisis Communications Plans have the same core phases and steps, including:

Pre-crises Phase 

Step 1: Identify Potential Crises Risk

Step 2: Designate and Educate Potential Crises Risk Owners and Spokespeople

Step 3: Standup Notifications and Monitoring Systems

Step 4: Test Response Regularly

Post-crises Phase

Step 5: Assess the Situation

Step 6: Create and Rollout Key Messaging

Step 7: Wind down/Wrap up Response as Quickly as Possible

Step 8: Perform Postmortem of Response Steps

Step 9: Revise Plans with Postmortem Insight

For more insight into Crisis Communications, check out these links:

Your Survival Guide to Crisis Communication – HubSpot

3 Best Practices For An Effective Response Plan – Business 2 Community

Crisis Management: Communications Best Practices – Department of Energy

If you need additional information or support creating crisis communications plans explicitly designed to fit your organization or business, contact us to learn more! We would love to help!

About the Author: Stephen Alfano is an Organizational Change Management Consultant and Communications Expert. He has over 30 years of experience in leading and managing initiatives for both private and public-sector clients. His résumé includes providing both new business and business process improvement services to Apple, American Express, AT&T, California Department of Transportation, Chevron, Entergy, Levi Strauss & Co., Louisiana Office of Tourism, Mattel, Microsoft, Novell, SONY, Sutter Health, and Wells Fargo. Stephen currently works as an Executive Consultant with KAI Partners, Inc., providing change management and communications expertise and project management support services on several active contracts.

By Nick Sherrell, PMP, MBA, CSM

January is the time of new. We have shaken off the retrospective December and are opening our eyes to new ideas and new possibilities for our careers, our personal lives, our habits, and perhaps even some new hobbies.

This January has a couple extra layers of ‘new.’ Not only is it a new year, but a new decade. On top of that, the term “2020” is a cliché connotation for someone having perfect vision.

Let’s talk about your organization’s vision.

Many clients I work with have a Strategic Plan. It is typically that document found somewhere deep inside their document library that pops up when you are using the search feature to find some other document. It is usually from a year or two ago, and sometimes still contains a ‘Draft’ watermark.

What happened?

All too often, it follows the same path that many of our personal new year’s resolutions take. A great exercise to think about our future with a lot of creative brainstorming, dreaming, and sometimes (let’s be honest here) wishful thinking. We write it all down, even set some abstract goals, and then…life hits! Critical staff get sick (or have kids that get sick). A new decision comes from the larger organization that shakes up your organizational structure. Sometimes those old habits are just too tempting to pass up, just like that dessert case at The Cheesecake Factory!

Here’s how to set up an organizational vision that sticks.

1. Commit to the process by building a team: It is hard enough to set your own personal vision into action. It is significantly harder to put somebody else’s imposed vision into action. Instead of doing this on your own or with a small group of executives, create a cross-functional team from all levels of your organization and have a trained facilitator guide these discussions. People brought into the design phase are given a sense of ownership and commitment to the results. This is not a strategy that is imposed on them, but rather something they have been empowered to help create. Equally as important, this commits you to the process because once you communicate the concept of building a vision to others, you create the accountability to see it through.
2. Set realistic and concrete goals with clear accountabilities: With your team, set 3-5 core focus areas that each have a maximum of three clearly defined and achievable indicators of success. Make these goals stretch goals, hard to achieve and only attainable through dedication and teamwork. They key factor to keep in mind when selecting core areas and key indicators is that less is more, especially in the early stages of creating a strategic culture. The simpler the message, the easier it is to get everyone on board and rowing at the same cadence.
3. Communicate, Communicate, Communicate: Once you have identified the core focus areas and a few key indicators, spread this message like wildfire across your organization! Wherever possible in your communications to staff, tie the message back to your strategic goals.
4. Build and integrate frequent check-ins: This is where most strategic plans fall short and ultimately meet their demise by collecting virtual dust in a document library. Leaders are usually happy to get in a room and discuss strategy. They are usually pretty good at setting concrete goals, assigning accountability, and communicating a kick-off. The challenge is incorporating this into existing leadership meetings and decision-making. Inevitably, a distraction will happen. Prepare for it early by ingraining these goals into a habit. Which takes me to my last point…
5. Make vision an organizational habit: Once these efforts are integrated into your regular work, reward small wins to build momentum and turn strategic thinking into an organizational habit. If you don’t reach a goal, find the positive aspects and momentum and use those as a springboard to challenge the next iteration of goals. If positives are hard to find, then focus on the learning of what did not work and bring these lessons learned into your next strategic planning session.

Does this sound like a familiar scenario at your organization? If you need help putting your Strategic Plan into place—or creating one in the first place!—we would love to help! Contact us today to learn more!

About the Author: Nick Sherrell is a Project Manager with over 10 years of healthcare experience ranging from Quality, Performance Improvement, Technology Implementation, Data Analysis, and Consulting. Nick has worked with organizations ranging from the Sacramento Native American Health Center, Kaiser Permanente, Sutter Health, Blue Shield of California, and The Advisory Board Company. He currently works for KAI Partners, Inc as a Project Manager Consultant on Public contracts with the State of California, most notably with the Judicial Council of California and California Medicaid Management Information Systems. He received his MBA from UC Davis in 2015 with an emphasis in Organizational Behavior and Innovation. He became a Certified Scrum Master in 2018 through Scrum Alliance training offered at KAIP Academy. He lives in Sacramento with his wife, two children, and Golden Retriever Emma. Find Nick on LinkedIn here.