As a new leader in big organization , what are the steps you need to build strong team to start your strategic plan ?

Thanks for invite ... I think those steps are

Step1

Create a clear goal for building teams

Step2

Build trust and openness with your employees by speaking with them often

Step3

Schedule and attend team-building activities

Step4

Create rewards and incentives for good teamwork

Step5

Implement your programs throughout your entire organization

Step6

Measure and review your teamwork program often

 

Step One:

Getting Started. Not every organization needs the in-depth approach required to create a formal strategic plan; in many cases, a two-page action plan to get you through the next eighteen months is sufficient. This is especially true of grassroots organizations, all-volunteer groups, and nonprofits in the start-up phase.

Once stakeholders in an organization have decided that a formal strategic plan is called for, the first thing you need to do is to plan to plan. Form a planning team. The team should include your board chair and/or ranking board leader, your CEO or executive director, key staff members, and, when appropriate, community leaders. You may also want to include other stakeholders such as long-time program volunteers, vendors, and staff or board members from partnering organizations. If possible, choose your team members for their ability to collaborate. Be wary of stakeholders who seem to have an individual agenda, or who hold fast to predetermined notions.

Next, the team needs to establish an agenda for its first meeting. Topics of discussion should include:

1) Why do we need a strategic plan? Maybe you're a still-young organization struggling to gain traction. Maybe you're facing a critical issue or a changed environment for your services. Or maybe you simply want to continue the momentum developed under your current plan. Whatever your situation, before you can plan effectively you need to understand the reason why you are planning.

2) How far out should we plan? Not too many years ago, the typical strategic plan looked out five years or more. Today, many executives and consultants caution against planning more than two years out. I encourage my clients to do what makes sense for them: If you're a new start-up, think about developing a twelve-month plan designed to put your organization on solid footing; if you've been around awhile and have achieved some stability, a three-year plan might make sense; five-year (or longer) plans are not uncommon for public school systems, municipalities, and larger well-established nonprofits with intensive capital needs. Again, the best advice is to pick the time frame that's right for your particular organization and circumstance.

3) Should we hire a planning consultant? This question deserves careful consideration. A good consultant will move the process along and keep everyone on track, reducing the opportunities for complaining, finger-pointing, and other types of unproductive behavior.

If you decide to create the plan without the assistance of a consultant, don't, under any circumstance, allow your CEO to moderate subsequent planning discussions. Her (or his) input into the plan is simply too important for it to be diluted by things she will need to say and do in her role as planning leader. Instead, appoint another organizational leader to moderate the discussions and keep the process on track.

4) When do we need to have the finished plan in hand? Your planning timeline should be based on milestones rather than specific dates. Organize the process into stages: basic planning, information gathering, decision making, writing, review, and approval. Some stages will take longer than you think, others may go more quickly. Allow adequate time for each, but don't allow the process to drag. Remember, the point of the exercise is to finish with a workable plan, not meet a deadline.

Step Two:

Gathering Information. Once the above questions have been answered, the next task is to gather information that describes your organization's current situation and the environment in which it operates. Planners often call this a situational analysis or audit. Typically, it includes a narrative description of your organization, including its history, values, mission, programs, leadership, staffing, and finances, and, in many cases, something called a SWOT analysis — a detailed description of your organization's Strengths, Weaknesses, Opportunities, and (competitive) Threats. Some organizations take the process a step further and conduct a PEST analysis — an analysis of the Political, Environmental, Social, and Technical factors currently affecting the organization. Many organizations use both. If your organization is considering a radically different program for the community, is planning to purchase or build a new facility, or is examining the possibility of a merger, then you'll probably want to do both. If, on the other hand, your organization is creating a strategic plan in response to a single issue or challenge, both may not be necessary. The choice will depend on the predisposition of your planning team and your particular circumstance.

Step Three:

Decision-Making Time. Once you've gathered the information you need to determine the current state of your organization and its programs and activities, the next step is to make decisions based on that information. It's the responsibility of the planning team, in consultation with other stakeholders, to establish the organization's strategic direction and priorities; to identify goals and milestones on the road to achieving those priorities; and to craft objectives designed to meet those goals. In making these decisions, the planning team should keep its focus on the big picture — the things most likely to result in positive change for the organization. Purchasing a boiler for your building or deciding to increase the size of your mailing list by5 percent a year will not dramatically change or enhance your organization's prospects and are the kinds of operational decisions best left to staffers.

Step Four:

Drafting the Plan. Once the planning team has established your strategic priorities and identified goals and objectives designed to realize those priorities, it's the job of executive management to draft a plan that outlines those priorities and goals, along with any new staff requirements needed to achieve the plan, budgets to support your efforts, and a timeline for turning the vision into reality. The plan should then be reviewed and revised by your planning team and presented to your governing committee for comments, suggestions, and approval. Don't be surprised if members of the governing committee send the draft to others for additional comment; that's their job. When planning for the future, you can't be too careful. If, for example, your organization operates a community healthcare center and plans to expand its presence by purchasing several buildings over the next few years, you might want to send a draft of your plan to key community leaders who do not have a vested interest in the project and are in a position to attest to the validity of your vision and ambitions. If, on the other hand, your organization is an animal shelter that wants to expand its spay/neuter programs over eighteen months or so, broad community review is probably not necessary. Whether or not to seek community review is largely the prerogative of your planning team. If the basic temperament of the team is conservative and/or it believes your new strategic direction will have a deep impact on the community, then go ahead and offer the community an opportunity to comment.

Step Five:

Implementation. The board has reviewed, commented on, and approved your plan. Now the fun begins. I have worked with a number of organizations that have paid handsomely to have their strategic plan bound in Corinthian leather with gold engraving and have literally put the plan on the shelf, never to look at it again. What a waste. A strategic plan, no matter how carefully conceived, is worth very little if it isn't scrupulously implemented.

 

 

SI NOUS  AVONS UN GRAND FILE DE CHANTIER D'UN PROJET  IL FAUT  CHOISI DES  CADREMENT BIEN SPECIALISTE  ET AUSSI LES MAIN D'OEUVRE  QUI EN 

CONFIANCE ET QUI AIME TRAVAILLER EN GROUPES 

 

1) Being Systematic self and team

2) Ensure every activity is delegated with proper responsibility and due authority

3) Have a systematic review mechanism for periodic monitoring

4) Create confidence among the team

5) Have a confident and more objective appraisal system to invoke confidence

1. Get to know your team.
2. Do a swot analysis.
3. Set realistic milestones to get to the ultimate goal and pick the right people for every project based on their strengths.
4. Train people along the way

1. Understanding the abilities and capabilities of my current team member 2. Motivating and updating my team member knowledge 3. Assigning task and evaluating team members performance 4. Replacing non performing member from the team with a capable member (internal recruitment). 5. Final evaluation of team members 6. Discussing plans and getting opinion from team members for implementation. 7. Considering their views make a final plan and present infront of management for approval for implementation .

As new Leader, I will have to make sure that I am whole hearted accepted by my immediate deputies. Meeting one on one is the effective communication tool that I employ. Then as early as possible I meet everyone face to face to establish my presence and make people say I know the new CEO. Only when I am accepted, a strong team is made to carry out my SPs.

I put in a position a man with your experience with a serious man for this job

what is the weakness point in team

 

The leader gets most of his power and authority from people around him, while the manager obtains his power and authority from his or her position as a manager.

A strategic plan needs to be adaptive to survive changing or unanticipated conditions. An organization that develops and executes a strategic plan gains significantly from the experience, and starting with a working model and then building a tangible plan can be more successful for your organization than having no plan at all. Over the life of your strategic plan, you may discover that some of the underlying assumptions of your strategy are flawed or incomplete. Often your organization’s mission and vision may remain the same while your objectives and goals will need to be revised or updated. When this happens, you will need to either adapt your strategy or begin the process over again. But don’t let it be a pitfall for you. Some organizations can maintain a strategic plan for a year or longer, while others have to respond to market changes more frequently. Whatever your situation, just be prepared to let go and switch strategies as necessary. Corrective action needs to be taken quickly to compensate for the dynamic business environment most organizations operate within

First step i do is to understand each team member including their strength & weakness. Then i work with weakness part of the team mamber & make more strenghth in all parameters.