When you engage with a firm to facilitate your Strategic Planning session, they will take you through a host of common practices that result in a completed Strategic Plan. This includes SWOT analyses, interpreting data, gathering ideas, turning the ideas into action items, and then putting due dates and goals on top of it all.
However…. These Practices will get you a Strategic Plan, but adjusting Principle Behaviors will get your plan executed.
Having facilitated nearly 100 planning sessions, we've witnessed top performers and have seen how their culture drives results. Through these experiences we developed a Strategic Planning approach aimed to yield plans that are both impactful and executable.
At the core of a CUXcel planning engagement there are Principle Disciplines in place that guide your culture to execute your strategy with excellence — And that is what makes us different! Learn more about our process below and discover how each phase of our engagement is built upon a guiding principle behavior.
[ DISCOVERY ]
We will discuss your expectations for a successful planning year, but, we also want to understand your culture. Transformations don't take place overnight; if you try to build up too fast you could topple the tower.
We'll learn about your history of planning and customize our process to be consistent with what works best with your team. We'll also discuss your members, credit union, and market in order to avoid aiming at targets we can't hit.
[ INTERVIEWS ]
Our pre-planning survey and interviews will produce MORE inputs, that are MORE honest, and MORE thought-out, while driving ownership for the plan. Without ownership, there is no motivation to execute. .
Another advantage to pre-planning is we will save valuable time collecting ideas PRIOR to the big event so we can spend less time wordsmithing and more time discussing member needs.
[ ANALYSIS ]
The situational analysis is filled with member, market, and national business intelligence aimed to create and validate your strategic goals.
The pre-planning interviews will uncover numerous actions that will lead to achieving those goals. By adjusting the culture to one that focuses on these predictive measures, your team's actions will be better aligned with your strategy, plus, you will have the ability to course correct immediately should change occur.
[ PLANNING ]
If one person is swept up in their daily activities, the rest will be there too. Therefore, while strategic objectives are assigned to individual owners, everyone will feel committed to the entire strategic plan.
We have developed unique strategies to gain genuine consensus on the plan objectives and their priority within the plan. With an engaged team it is much more difficult for the plan to fail. If one person falls behind, others will feel a duty to assist their teammate to see their objectives through.
[ PLAYBOOK ]
The more objectives you try and fit into your plan, the less chance you have of executing just ONE of them with excellence. We perform various steps to ensure the team stays focused on just the top objectives that are most important to the credit union's goals.
One such way is by finalizing the playbook after the planning session so each team member has ample time to validate resources and identify any other barriers to execution.
[ EXECUTE ]
Results drive engagement and instill a mindset of winning. This mindset isnʼt as much about holding each other accountable as it is about holding oneʼs self accountable. We will help instill this principle through the use of unique Scorecard Metrics that help each owner see their influence on the strategy.
Credit Unions need an unbiased source that can see to it that the plan gets executed. Through regular follow up meetings, we will remain with you through the entire execution of your plan.
400 E. Lincoln Hwy, Suite 101
New Lenox, IL. 60451