Part of a series of Lunch and Earn Webinars

1. Demonstrating the Planning Process
Learning Objectives
Describe a vision in clear, specific,
compelling terms
Identify the steps necessary to transform
the vision into action
Implement a plan with clearly defined
communication goals
One hour spent planning is worth
four hours of execution. - Crawford Greenwalt, DuPont

2. Your Webinar Leader
•24 years in the Professional
Development Business.
•Certified Master Trainer with
Dale Carnegie & Associates
•Managing Partner for Dale
Carnegie Business Group in the
Maritimes.
•Headquartered in Sussex, NB,
Canada
•Author of “MUST Thinking: An easy
four step guide for creating the
results you want.”
www.dalecarnegie.ca

3. Today’s Business Reality
More...
Better...
Faster...
With Less!

4. Today’s Business Reality
Time
V
Cost Quality

5. We’ve Got It sdrawkcaB!
Planning
Organizing
Directing
Coordinating
Controlling
Time
Planning
Organizing
Directing
Coordinating
Controlling

6. Tyranny of the Urgent
Urgent Not Urgent
Vision/Mission
Planning
1 2
Crisis
Crisis
Important
Clarifying Values
Planning
Deadlines
Deadlines
Meetings
Meetings Clarifying Values
Relationships
Repairs
Repairs Vision/Mission
Relationships
Process -Improvement
Process Improvement
Phone calls Trivia
Not Important
3 4
Interruptions Internet
E-mail Games
Voice mail “Escapes”
Reports Junk Mail
Drop-ins Busy Work
Original concept by Charles E. Hummel

7. “Time is the scarcest resource of
managers. If it is not managed, nothing
else can be managed.”
Peter Drucker

8. Time Use Averages
168 Hours in a week
40 hours working
54 hours free
time
4 hours in
7 hours transit
eating
7 hours 56 hours sleeping
grooming ourselves
We spend just over 1/4 of our lives taking care of business

9. Change is Everywhere
A weekday edition of your local daily newspaper contains more
written information than the average person in the 17th century
was likely to come across in his or her entire lifetime

10. Proactive Growth & Improvement
…Two key areas of focus
Continuous Improvement Breakthrough Leaps
Critical for growth Often not a priority
Personal & Business Harder to visualize
Based on the past Not based on past
More… methods or thinking
Less… Based on the future
Faster… and starts by asking:
“What’s possible?”
Better of the same

11. The Planning Process
1 Desired Outcome
2 Current Situation
3 Goals
4 Action Steps
5 Time Frames
6 Resources
7 Obstacles/Contingencies
8 Tracking/Measurement

12. Effort Demands
25% Desired Outcome
Current Situation
25%
Goals
25% Action Steps
Time Frames
Resources
25%
Obstacles / Contingencies
Tracking / Measurement

13. Driving Innovation
Visualization
Fact finding
Problem/OFI finding
Product Idea finding
Service Solution finding
Company Acceptance finding
Implementation Putting solutions into action
Follow-up Monitoring implementation
Evaluation Identifying and assessing results

14. Strategic Planning

15. 3 Elements
 What do you want to create? (Goals)
 Current Reality. (What does it look like now?)
 Actions. (What are you going to do?)

16. 11 Questions
1. What is our offering?
2. Who are our customers?
3. What do they want?
4. What do we want?
5. Is there a match between their wants and ours?
6. How do they know about us?

17. 11 Questions (continued)
7. How do they obtain our offering?
8. What is the current market?
9. What is the future market?
10. How will our offerings change?
11. Where are we going?

18. Vision and Current Reality
Vision (Goals)
Actions
Current Reality

19. Identifying Goals
1. Is this the result you want?
2. Did you quantify the results where you could?
3. Did you translate comparative terms into actual
goals?
4. Did you focus on getting what you want or on
eliminating problems?

20. Identifying Goals (Continued)
5. Did you describe the results you want or just the
process for achieving those results?
6. Were you specific or vague?

21. Current Reality
1. Have you looked at each goal in your chart and
described the current reality for that goal?
2. Did you include what’s relevant?
3. Have you included the whole picture?
4. Have you translated assumptions and editorials into
objective news reports?
5. Did you tell it like it is without exaggeration?

22. Current Reality (continued)
6. Did you state what reality is, rather than how it got to
be that way?
7. Did you include all the facts you need?

23. Determine Action Steps
1. Can you answer “yes” to the test question, “If we took
these steps, does it look likely we would accomplish
our goals?”
2. Are your descriptions of the action steps accurate,
brief, and concise?
3. Does every action have a due date?
4. Does every action have a person accountable?

24. How to Change Everything
1. Challenge the Status Quo. If you’re not upsetting
someone, you’re not changing the SQ.
2. Build a culture
3. Commit: Build a movement.

25. Thank you for Attending!!
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website at www.dalecarnegie.ca
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to http://dalecarnegie.ca/resources.aspx?pid=104
www.dalecarnegie.ca