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European Medical Students’ Association National Coordinators and Enthusiasts Meeting 2012 Training Handout – Strategic Planning

STRATEGIC PLANNING

Strategy is one of the most used and abused words in the organizational lexicon. Rarely will you find any two executive board members project coordinators, or academics who agree on its definition.

For the purposes of this training, we define "strategy" as the framework of choices that determines the nature and direction of an organization

THREE KEY QUESTIONS ABOUT STRATEGY

When an organization is about to take on the work of creating and implementing a strategy, the coordinator of the project in cause must be out in front. There are three key tasks coordinators should perform before strategy formulation can begin. 1. The first task is to understand the assumptions about internal and external factors that will drive the strategy. 2. The second task is to select the right people for formulating and implementing the strategy and decide how to lead them. This means answering questions like: "How will I lead my team?" and, "Who will be my key players, and who will serve us better from the sideline?" 3. The third task is to design the process for getting to an effective business strategy Ema Andrei, Romania

emaandrei@gmail.com


European Medical Students’ Association National Coordinators and Enthusiasts Meeting 2012 Training Handout – Strategic Planning

There are five basic internal factors that must be aligned inside an organization for strategic success: 1. The organization's business processes. 2. The organization's goals. 3. The skills and knowledge of the workforce. 4. The organization's information and knowledge management. 5. The organization’s culture.

SWOT Analysis

Strengths

Weaknesses

Opportunities Threats Internal factors

External factors

SMART Goals A useful way of making goals more powerful is to use the SMART mnemonic. While there are plenty of variants (some of which we've included in parenthesis), SMART usually stands for: • S - Specific (or Significant). • M - Measurable (or Meaningful). • A - Attainable (or Action-Oriented). • R - Relevant (or Rewarding). • T - Time-bound (or Trackable). Ema Andrei, Romania

emaandrei@gmail.com


European Medical Students’ Association National Coordinators and Enthusiasts Meeting 2012 Training Handout – Strategic Planning

CHARACTERISTICS OF STRATEGIC THINKING First, good judgment. It’s important to identify team members who are able to move beyond systematic, factbased analysis to act on their best instincts and judgment. Strategy formulation puts a premium on visionaries who have a firm grip on reality. Second, passion and courage. These qualities distinguish those who lead from those who merely manage. In formulating strategy, top team members must accept assumptions that are rapidly shifting, overcome timeframes that are impossibly brief, and prepare for the worst. You want team members who thrive on these challenges. Third, collaboration. Top team members will need to balance their passion to persuade with the grace to compromise. At the end of the day, they must be willing to accept the outcome of a rational process and their collective wisdom, put politics aside, and commit to the solidarity of the team. Fourth, conceptual strength. This is the ability to think incisively and systematically about abstract matters. Fifth, holistic perspective. This characteristic of strategic thinkers is the ability to see the whole picture without being constrained or misled by its various parts. Sixth, creativity. Creativity is the ability to think out of the box, to come up with radically new ideas, and to move beyond existing constructs. Seventh, expressiveness. This is the ability to translate abstract thinking about the business into clear words and pictures that are understood by others. Eighth, tolerance for ambiguity. A person who can tolerate ambiguity is able to analyze a situation effectively, even when only partial information is available. Ninth, a sense of stewardship for the future. Strategic thinkers are willing to consider options that may sacrifice short-term gains when it means doing what is best for the organization in the long run. Ema Andrei, Romania

emaandrei@gmail.com


European Medical Students’ Association National Coordinators and Enthusiasts Meeting 2012 Training Handout – Strategic Planning Recognize your true goal (not learning but speaking a foreign language). Your goal should be SMAC (specific, measurable, achievable, compatible). Remember about three steps of effective self management. step I know where you are going step II get yourself organized, working effectively towards your goals step III control your responses to outside distractions and keep your goals in sight

TIME MANAGEMENT MATRIX Importancy: contributing to your personal life goals Urgency: having to be done now or today, related to a deadline urgent

not urgent

Important

A crises pressing problems deadline-driven projects

B prevention relationship building recognizing new opportunies planning recreation

not important

C interruptions some phone calls and mail some meetings popular activities

D trivia some phone calls and mail time wasters pleasant activities

Some of the task you choose are “elephant tasks”, that means there are huge tasks which can be solved only by continuous work. Don’t postpone an elephant task but do divide it into small enough pieces, which “can be eaten” one piece at a time.

TIME MANAGEMENT THIEVES • • •

phone - rings all the time visitors - keep you from doing your work meetings - too long and disorganized

Ema Andrei, Romania

emaandrei@gmail.com


European Medical Students’ Association National Coordinators and Enthusiasts Meeting 2012 Training Handout – Strategic Planning • priorities - missing or unclear • lack of delegation - you would rather do it yourself • procrastination - postponing big or unpleasant task that you can’t (don’t want) complete yourself

GOLDEN RULES of time management • Set up fixed daily routine (schedule definite times for meetings, picking up the mail, photocopying, etc.) • Do the things which require maximum brain capacity when you are at your best. Attend to minor business when your brain cannot cope anything but small things. Remember about your daily and weekly activity draft. • Fix deadlines for all jobs. Stick to them. • Do not postpone important matters that are unpleasant. They will block your brain. • Put off everything that is not important. Many so-called problems have a tendency to solve themselves if you ignore them for a while. • Fix definite times when you do not want to be disturbed. Put a please do not disturb’ sign on your door, computer, etc. Tell others at which time you are not available. • Do one new, complicated thing at a time. Keep an overview of the next job. The human brain can be said to consist of three parts with completely different capacities functions, i.e. a conscious (concentrations, new subjects), a preconscious (routine, familiar subjects) and a subconscious (ideas, dreams, innovation). The capacity of the conscious is very limited. It can hold only one thought at a time. • Block similar activities (the same place or tools) • When you start a piece of work, finish it. Don’t split it too much or you lose your overview and waste your time warning up each time you start again. • Arrange your breaks for the time that you can’t work effectively. • Be selective with what you undertake. Learn to say NO. Get to used asking “Am I the right person to do it ?” • Try to use your Time Manager - results tool, enabling you to meet you objectives at home , school and AIESEC. Ema Andrei, Romania

emaandrei@gmail.com


European Medical Students’ Association National Coordinators and Enthusiasts Meeting 2012 Training Handout – Strategic Planning • Avoid taking home work unless you are certain you will do something about it. It is much better to work longer at the office until you are finished. Then, you can enjoy leisure time more. • Plan your day. You plan should not be overloaded. Split your plan into two parts: fixed (the most important activities and routine jobs) and flexy (less important jobs which can be postponed). • Communicate effectively in order to avoid wasted time because of misunderstanding or to long communication process. • Don’t worry too much. Some stress can raise your energy, but there is always a critical point where stress causing demotivation. Be aware of this. WORRY AS A CAUSE OF STRESS Of the things we worry about... 40 % 35 % 15 % 8% 2%

never happen turn out better than we expect can be changed by taking some action are things over which we have no control are legitimate concerns

Ema Andrei, Romania

emaandrei@gmail.com

STRATEGIC PLANNING HANDOUT  

HANDOUT OF STRATEGIC PLANNING TRAINING IN EMSA NCM 2012, ROMANIA

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