Plan Organization

plan organization

There are volumes written on values. Unfortunately, much of what I read seems to indicate a fundamental misunderstanding of the purpose to least one leader or a planner perspective. It is not uncommon to hear a person or a company "has no value" or "lack of a base value." I disagree with this analysis I've never met another human being who does not have a sort of base value. The problem may be that a person or the values of the organization disagrees with ours, or those generally accepted by society. I also noticed that for many people, the values tend to be the situation. For example, most people will tell you that honesty and values, but I do not mind the extra money required for a busy cashier gave them wrong.

When creating a strategic plan is essential to define normal values in the process. This means that the leader must know his values. This is essential since they are the basis of all trades. They also serve as reference for the rest of the plan. Thinking components are measured against them to ensure that the plan does not encourage the violation of these values.

As a leader in the planning process is vital that you set your values. During planning sessions, I think most people share a set of values very similar and most difficult is to reduce the list those that are most important to the success of the organization. However, as a leader, you need to understand a few things about how their values affect their interactions with others. For example, I value personal integrity above all. This means that you always honest with people and I expect the same from them. If you find that someone is at least honest, I probably will not continue to do business with them. I use this example to illustrate another point about values. We tend to hold others to our own standards. Nothing wrong with that, while having in mind two things. First, as others hold to our values, who do not feel are important, we have created a potential conflict if the two sets of values are diametrically opposed. Secondly, others must adhere to our values we can not venture. The credibility instantly disappear when someone feels that there are double standards.

This applies at organization. The credibility of the organization can be seriously damaged if subordinates or customers feel they are consistent with established values. If they perceive the management will only offer lip service to values and not really rely on them, and make decisions that suit them, does not feel the need to train both. As mentioned previously, each has a set of values. For example, the guy trying to sell drugs to their children has a reference value. This is not the same as but most of us Subscribe to the guidelines their actions. As a leader, you must have a set of known values to his subordinates, but must also understand can not share its values. I'm not saying that their subordinates are drug traffickers, is an extreme case. There will be differences in individual values although it may lead conflict. So how do you deal with it? Employees must understand, but not always agree with the values expressed by the organization, that are expected to live by them, while the activity of the organization. Find out why it is so important that leadership to cling jealously organizational values?

My favorite example is the organizational values Johnson & Johnson, whose corporate values have tested in this case studied in classes on business ethics. The maker of Tylenol was shocked when a stranger persons or Extra Strength Tylenol laced with cyanide pills causing several deaths. Although Johnson & Johnson was not responsible for the tablets contaminated, which responded immediately recalled all Tylenol Extra Strength, a decision that cost the company millions of dollars. They were fault, and not having to take a drastic measure but business leaders said it was the only way appropriate action consistent with company values. These values are expressed in the Credo of Johnson & Johnson, available at target = "_new" rel = "Nofollow" href = "Http: / / www.jnj.com/connect/about-jnj/jnj-credo/"> www.jnj.com / connect / about-JNJ / JNJ-creed / to see. His response to the crisis cost of millions, but probably saved his product line and possibly the company. The values are fundamental to leadership and planning processes. Leaders must understand their own values and, while the values of each individual person does not always agree, the organization must understand the values that are bound.

Each has a set of basic rules by which decisions are made every day: values. As a leader, you need to know what your values are. Organizations must also know what values guide their actions. All of the Organization value is a prerequisite for a successful strategic plan, as each gives a set of ground rules to guide actions in the short and long term.

If you have not thought real, sit down with pencil and paper and write their own values. Then note the values of your organization through life.

Bob Mason is a speaker, trainer, facilitator and President of RLM Planning and Leadership, a consulting firm dedicated to helping businesses meld smart strategic planning with leadership excellence. To learn more visit http://www.planleadexcel.com
His book, Planning to Excel, Strategic Planning that Works, will be released this spring.