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How to create your strategic plan



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hi everyone Anthony Taylor here from SME

strategy thank you so much for

registering for the webinar for those of

you that attended live we had a

technical difficulty that I still can't

explain and so I wanted to redo this I

just want to first of all acknowledge

the fact that you dedicated your time to

showing up and the webinar didn't work

for you so obviously you know you

weren't able to get the information when

you want it when you signed up for it

and your experience is that there's

challenges on that end and in the future

I will make sure that I have at least

one contingency to deal with sound

issues and I will try to look at looking

at different of provider for this so

again I'm really committed that this

webinar what we're sharing today helps

you and your team move forward on your

strategic plan so that you can be

successful in your mission in your

purpose so that you create a great

working environment for your staff and

people and ultimately like make a really

big impact in the world and that's

really what I want to be able to add

value to you today for so without any

further ado let's get right into it

so today's agenda look at why we do

strategic planning talk about some best

practices that you can implement today

into your organization whether you're a

for-profit or not-for-profit

organization - a quick overview of a one

and two day agenda to see what is best

for you and the pros and cons of each

talk to you a little bit about what a

facilitator does and why there are

benefits to using one whether you use us

or someone in your local area or

something in between I can't explain

more about I can't say enough about the

value that a facilitator will bring and

then how we can work together as SME

strategy and your organization so what

is a strategic plan strategic plan is

what sets the direction for the

activities of your entire organization

again whether you are a for-profit or

not-for-profit organization a strategic

plan helps you focus and make selections

strategic decisions as to the activities

you're going to take to move forward and

be successful

now why do you need one I have yet to

find an organization who has unlimited

time

and money and unlimited people resources

so by that nature you can't do

everything that you want to do so it's

really about being selective and being

strategic as to the tactics that you do

take on to make your organization

successful moving forward so as I

alluded to strategies about choices as

an entrepreneur you know entrepreneurs

are faced with shiny object syndrome

there's always something that's neat new

and exciting that distracts the eye and

that takes attention off of your

ultimate focus and the same is true for

all organizations so it's really looking

at where you want to go in the future

and then making sure that you make the

decisions that are going to get you

there and in the most effective way and

when we say effective it means you know

effective with time effective with money

effective with people so that you can

have the greatest impact on the world

possible so why do strategic planning I

alluded to a few reasons before it's to

focus your resources on the things that

are gonna have the most impact again

making the most use of your time money

and people getting there as efficiently

as possible

and to help your team get there so that

it just works to give your sense of

purpose and direction to your staff now

this is huge they say that 60% of people

65% of employees are disengaged so a

strategic plan helps give the direction

of people so when they come to work they

know what they need to be doing they

know the purpose of why they're showing

up then it really gets a lot more

engagement and helps them enjoy their

work better which has so many so many

benefits a really a strategic plan can

do that you give purpose and direction

to all of your staff as well as everyone

else

the third surprising benefit is that

you're not surprised and you don't

suffer from events that happen inside

and outside of your organization that

you didn't prepare for so often I see

people you know get sidetracked from

their plans because they didn't expect

this or that and in the 21st century in

the time we live in now 22nd century

what everyone call it there are so many

factors that are on

predictable but what a strategic plan

helps you do is look at those events and

do your best to predict them so you stay

on track with your plan so I don't know

if you've ever felt like this is a

leader or manager in your organization

then everyone's trying to get you to do

a bunch of different things and so often

I find CEOs and executive directors they

spent a lot of time firefighting because

everybody on their team is trying to get

them to work on their project and they

can't do the things that they're

supposed to do so what an effective

strategic plan will do is empower your

team and your staff to make the right

decisions and take the right actions so

they can do the things that they get

paid for and you can do the things that

you have the most impact on so really

it'll take a lot of stuff off your desk

it'll stop the firefighting and it will

give purpose to everybody on your team

well alignment with your strategic

priorities and that's really what the

crux of strategic planning is ensuring

that you and your team focus on what's

most important and not on things that

will keep you busy and we'll talk more

about that as we move forward so a

little bit about me my name is anthony

taylor i'm the managing partner and lead

facilitator at SME strategy i'm an

author and speaker i've written two

books one on entrepreneurship and one on

strategic planning it's called alignment

it's how do you get your people strategy

and culture on the same page and i put

in there i like wrote chips because i

really love traveling the world whether

that's for work or not for work and

exploring and see the different way

people do things so you can connect with

me on twitter if you'd like to some of

the organizations that we've worked with

i know that on the webinar today we have

a mix of for-profit and not-for-profit

organizations so i just wanted to show

you that that's really who we work with

for-profit organizations that are

looking to grow and fulfill their vision

and not-for-profit organizations

membership based organizations that are

guided by a common purpose that might

report to a board of directors and that

have a you know a different structure

than a than a for-profit organization

what and obviously this is just some of

the companies that we've worked with

across across the world

so an SME strategy we advocate and for a

line strategy development you can use a

line strategy development in your

organization right now okay so in a line

strategy development that's our process

there are three levels of alignment the

first level is that the leadership team

and that means that everybody on the

leadership team is on the same page that

was exactly what the future is and where

they're going and why they want to go

there

so getting alignment the leadership team

first so that people steering the ship

have the same common destination same

common goals all starts with that and

that typically happens in us in the

first strategy session the second piece

is aligning the vision which is where

you want to go in the future with the

strategy the tactics and the things that

you're gonna do to move you forward so

you want to ensure that you're doing the

things that are gonna get you to the

place that you want to go so often I

find that there's a disconnect between

the vision and the strategy so the

second piece once we know what the

vision is because that's set by the

leadership team as well as a strategy

ensuring that there's alignment with the

vision and the strategy where we're

going and how we get there

the third piece and arguably the most

important is getting the entire

organization aligned with the vision and

the strategy then whether that's through

cascading strategic plan cascading goals

about a scorecard or what-have-you

it's ensuring that every single person

in the organization knows where the

organization is going and how they can

win in the plan and so if you look at it

here it goes the leadership here from

the top so it goes from the top down and

then really goes to the bottom up so

it's having everything in the

organization aligned so that everybody

is moving in the same direction so

that's what we talked about when I talk

about align strategy development so

here's the process that we use at SMA

strategy when we do strategic planning

meetings as well as developing the

overall strategy for an organization so

the first piece we look at is where are

we right now doing a current state

analysis looking at the successes the

failures strengths weaknesses

doing an environmental scan and taking

inputs from the team and the purpose of

this is so that everybody is aligned and

on the same page as far as you know how

did we get to where we are right now

it's important to remember that the past

is the past and there's nothing we can

do about it but it's also important to

look at where we are right now and

what's happening in the world around us

as we look at the first part here

basically call it a SWOT is everything

and inside of the organization so what's

happening within the four walls of our

organization right now and then when we

start taking a look at the environmental

scan it's what's going on outside of our

four walls that that might affect our

ability to be successful and we take

inputs from the team so that we don't

just look at our own views and

perceptions or perspectives on the issue

but looking at it from a cross-section

of the organization and really from the

people that are on the ground doing the

work and getting them involved in the

strategic planning process the second

piece is looking at where are we going

so first looking at the vision what a

success look like if it was a place

looking at the mission what are the

things that we're gonna do to get there

to fill on our vision and third looking

at values or cultures and behaviors as a

building block to what we want that

future look like the future fulfilled so

first looking at where we are now and

next looking at where are we going after

that we look at the things that are

gonna get in our way cuz it's not really

optimal we can look at a plan

optimistically but it's also important

to be realistic as to what are the risks

and roadblocks that might stop us from

getting in our way so that if they do

happen we don't get thrown off track or

get distracted so risks roadblocks and

we do something called scenario planning

which is becoming more and more valuable

as the uncertainty in the world grows

and that's creating multiple versions of

the future so we can effectively hedge

our bets as we move forward in our

strategic plan and then make decisions

as the future becomes more certain so

really what that does is creates four

different realities

based on trends that we've outlined

earlier and we move forward and make

decisions as time goes on and there's a

great article on strategic planning or

on scenario planning on our website the

fourth part of the align strategy

development process is looking at the

things that we need to do to get there

so looking at our strategic priorities

our tactics and our KPIs our measurement

so if you look at the process as a whole

it starts from 30,000 feet looking at

the vision with where we want to go and

then moves all the way down to

implementation and moving it forward in

action planning so in one or two-day

planning process you get to do a bit of

everything and really set the foundation

for your strategic plan as you go

forward so this is one of the tools that

we use is our strategic planning pyramid

and again it looks at the vision being

the North Star being the the thing that

you're wanting to fulfill on as a future

I'm personally a less concerned with

having a vision statement as having a

vivid vision which is a descriptor and a

very like under easy-to-understand way

of what that future looks like what I

find in many organizations is there's a

lot of vision statements that are

written there but they're open to

interpretation so like with your

strategic plan the less interpretation

that you have in your strategic plan the

easier it is to have everybody on the

same page and knowing what they're

building the equivalent of a vision that

we use is like a blueprint for a house

or the front of a puzzle box is that you

know you have all of the pieces strewn

out all the place but you know what that

final picture looks like with a

blueprint you know exactly where the

doors gonna be where the entrances are

where the fireplace is you know what

that is and so as you look at it

everybody not just the leadership team

not just the people in the in the room

that made the plan know but everybody

knows what that vision is and everybody

knows what success looks like looking at

your mission is our purpose how are we

going to fulfill on our vision how are

we going to make that

future happen and then within that we

look at creating strategic priorities

and objectives that are gonna fulfill

our mission that is gonna fulfill on our

vision so again everything is in

alignment and everything has purpose

below our strategic priorities we look

at our specific and objectives and

initiatives what are the things that

we're going to move forward on to make

these things happen

so do a quick overview of a one and two

day agenda so this is a one day planning

agenda that we have on the website I

recommend a one day planning agenda for

a smaller nonprofit or a small SME so

small to medium enterprises a small

business who is just like dipping their

toes into strategic planning really the

objective here is to get that current

state where we looked at here look at

some of the environmental stuff looking

at what's going on in the industry

getting clear on the vision so where are

we going why should we go there and what

is winning looking at the mission and

purpose right here we talk about values

and behaviors again this is one of those

areas that you can adapt as needed if

you have something specific that you

want to talk about and then really

moving into the strategic priorities and

what are you actually gonna do to move

forward and this is a piece that gets

lost a lot is the communication plan is

how are you gonna share your plan

throughout your organization such that

it gets in like hearts and minds of

people they really need to understand

what the plan is and how they're gonna

move forward to be successful so the one

day planning agenda is a high-level

overview of your strategic plan it is

not a set it and forget it activity it

really takes a lot of time to you know

solicit inputs which we do through a

survey get the information that feeds

into this and then once you have all of

these rough outlines of a vision or

mission or strategic plan or values then

it then needs to be taken and refined

and

and then communicate it with the rest of

the team now a two-day off-site agenda

is a lot more in-depth it builds it does

more team building more alignment of the

leadership team level and it really

takes into account more of the external

factors so we look at a deeper core

competencies and competitive advantage

within the organization we look at you

know if you had three wishes what would

it be so looking at some of the

opportunities that happen in the

organization as well as the threats we

take a deeper dive into the values and

the behaviors look do a much deeper dive

into competitors and environmental scan

we look at trends using a pestle

analysis and then we set the vision and

the mission much like in the first day

but we also take a deeper dive into the

risks we have any other specific issues

that are happening and then we spend a

lot more time on developing the

strategic priorities and though like one

big goal so the difference between the

one and the two day session the one day

session is high-level looking at vision

mission and then spending more time on

it being refined externally and the two

day is for a more complex organization

with lots of moving parts you want to

take more time to get your leadership

team aligned on the on the future leaves

more time for a discussion and allows

you to look outside of the organization

to better dictate what steps to move

forward next and if you want to chat

about that in the future please feel

free to reach out they'll give you an

opportunity to do that later

so really strategic planning as a whole

as an entire process is a great

opportunity to create change and the

meeting is just the start so when

somebody asks is how often should a

strategic plan be prepared and adapted

it to me to the previous plan or a brand

new one we recommend doing strategic

planning meetings at least every quarter

now that doesn't necessarily mean doing

a one or two day off-site every quarter

but it means that you're focused on the

implementation and the execution and it

gets revised continually some

organization make a five year plan some

organizations make a three year plan and

some organizations make a one year plan

other organizations do a stand-up scrum

everyday to talk about strategy the

point is that no matter how you look at

long term planning that every day is a

new day and so after three months you

should have accomplished many different

of your strategic priorities and your

goals and so your plan is updated the

world around you has changed the you

know your competitors are different so

it's always a good opportunity to get

your team together to rally around what

that vision is and the things you're

gonna do to move it forward and every

day you're starting newly because

everything that happened happened and

now we're just looking at the future so

a strategic planning retreat or a

meeting is a great opportunity to kick

something into gear and to move your

team forward to create a new future so

here's some of the challenges that are

that we've seen with developing strategy

so you could have a strategic plan right

now or you're looking at implementing a

deeper strategy program with your team

so some of the things to be aware of is

is lack of alignment so if different

people have different visions of the

future you're going to go different ways

so you really want to make sure that

everybody is aligned and again from the

top down and the bottom up everybody's

on the same page people not buying into

the plan so often organizations have a

plan and say here we go this is our plan

go do it

and really it's you're forcing people to

buy into it versus pulling them into the

plan and getting them engaged into what

that future looks like for them not just

for you or not for the company lack of

direction that could come from a few

different reasons but a lot of the time

it's

because the strategic plan hasn't been

communicated sufficiently such that the

people implementing it know what they

should be doing and equally what they

should not be doing and we can talk more

about that after too many things to

focus on so often organizations have

five or six or seven strategic

priorities

how can you focus on five or six or

seven strategic priorities you're you're

spreading your resources you're

spreading your energy like peanut butter

and so you'll make small amounts of

progress in many areas versus deep

progress in the most important areas

employees are not empowered to make

changes that's huge

I mean it does a few things it really

takes away their Drive and their

motivation that you know execute when

they come into work but really they'd

rather not make a decision it's like out

of fear because they don't want to make

the wrong decision so if you don't

empower them to make changes and take on

the strategic plan then they're going to

do nothing because it's safer that way

and so you need to really understand

that and get buy-in and enrollment from

your team as you move forward in your

plan and the final piece here is

information silos is that one the left

hand doesn't know what the right hand is

doing different departments aren't

connected or different departments are

doing their own thing in the strategic

plan so what's key and when we talk

about alignment is that everybody is on

the same page everybody is on the same

team and everybody is helping each other

to move forward for the benefit of the

organization and the benefit of the

organization is the vision that we're

creating so Harvard did well HBR rather

interviewed 26,000 people at thirty-one

companies to determine what traits align

with strong strategy execution so you'll

find this on HBR and so the top three

challenges where say decision writes so

knowing what to do and who's doing what

flow of information said you know again

where is the plan coming

like what is actually happening and

motivators getting people engaged and

bought into a plan so if there's

something that you take away from today

is look at your organization and see

where are people how do people know what

they're supposed to be doing and how

does the information about the strategy

move about within your organization and

our people empowered to make changes and

to move it forward spoiler alert

these are all impacted with an align

strategic plan if use our methodology of

align strategy development and

communicate the plan across your

organization these things will no longer

be an issue and you will have much

greater productivity another Gallup poll

said that engaged employees are 10 to 20

percent more productive and again that

speaks to they know what they need to be

doing and they take action because

they're not worried about making a

mistake because the leadership team

supports them in that so we're gonna

into some best practices that you can

take away first one at the outset of

your strategic plan get information from

different levels of the organization you

know if you only have information from

the c-suite or your board then you're

only gonna have one perspective so it's

important to get a good cross-section

from either stakeholders customers

employees middle managers as well as the

c-suite and put it all within your

strategic plan well the things I've put

here is push versus pull and if you get

people to share and contribute to the

plan then you're pulling them into the

planet and it shows that you actually

care about their opinion and care about

their success versus pushing the plan on

people and saying go ahead do this you

can ask yourself do you like it when

people tell you what to do no nobody

likes being told what to do so you know

you really want to keep that in mind

when you're getting you're rolling out

your strategic plan with people people

feel heard and you can look for yourself

you know do you like it when people

acknowledge you and like hear your

opinions granted not everybody you don't

need to take everything

from everybody and do decision by

committee but at least consider their

perspective and consider their thoughts

on the issue and ultimately might learn

something if you're on the c-suite if

you're on the board you know you have

your perspectives and you know what work

looks like day to day but you don't know

what it's like or you might not know

what it's like from the people on the

front line so it really it's an

opportunity for you to get better

connected to your organization so that

you can do better work and that your

organization can fulfill its purpose

number two let everyone contribute to

the plan and that really means looking

at your strategic plan as a team

activity how can everybody get bought

into what you're contributing to and

move it forward there's a technology

company that we worked with last year

and they were saying you know we have

this strategic priority which is around

coding and developing and not everybody

can contribute to that they said okay

well you know take a look and bring it

to your team and once they rules out the

planning process and said hey you know

this is one of our strategic priorities

what can you do to help well it turns

out the sales and the customer service

people stopped bringing issues to the IT

team so the IT team could move forward

on their strategic priorities so it

really freed them up to focus on the

thing that was gonna drive the company

in the organization forward to pick a

goal that everybody can contribute to

the analogy that I use in football like

American football is you know you have

offense defense and special teams

everybody has their own responsibilities

and roles but everybody is playing on

the same scoreboard as a team so

bringing that into another level is

cascading goals you might have goals for

the leadership team and the organization

as a whole

but you could have goals as departments

and then you could have goals as

individuals and everything aligns and

everything rolls up to the entire

organization but then each person has

their own game that they're playing

within the bigger game and ultimately

everybody is on the same team so again

see alignment

really getting alignment in your

organization and getting buy-in is gonna

just be huge

choo-choo-choo best practice number

three pick a handful of strategic

priorities three or four and then pick

the most important one pick priorities

that everyone can help move the needle

on don't try to do so many things I

alluded to it before you know if you do

many things you do a little bit on many

things you'd rather do a few things and

really make significant progress don't

spread your resources your time money

and people like peanut butter because

ultimately you you lose resources

there's waste when you're switching

between each but if you can get like a

concentrated effort on three strategic

priorities over a quarter over half a

year or even a year they're really gonna

make huge progress on moving that

forward and what is gonna be the biggest

driver to the success of your

organization finally everyone is on the

same team but everybody plays their

position so speaks again to that

alignment that teamwork and everybody

can contribute to the strategic

priorities because it's not about them

anymore it's about something bigger than

them it's about the organization so

another visual you can use here

align your vision your mission your

objectives your strategies and your

tactics from the top down and then the

bottom up the analogy or the acronym

called the most so the vision is the

future you want to create the mission is

how you're gonna get there the

objectives are the goals that you want

to move forward high level goals the

strategies are the things that you're

gonna start to measure and the things

you're gonna move forward on and the

tactics are the things that you're doing

on a day to day basis to accomplish the

strategies to accomplish the objectives

fulfill on your mission to fulfill on

your vision everything is aligned and in

alignment finally and this is often

overlooked its create a culture that

supports what you want to achieve you

can have the best plan but you're you

need your people to be behind it okay

there's a typo there so really that's

looking at

what are the behaviors what are the

actions that you want to foster within

your organization to help your people be

successful they need to know like what's

good and what's bad if there was a good

and a bad that's you know how should we

be acting how should we not be acting

and what will my leadership team what

will the management support me in so

there's the difference between you know

talking the talk walking the walk and

rewarding the walk and what you really

want to look at is what behaviors are

you rewarding and what are the behaviors

that you're saying that you want people

to take on because if you say you value

work-life balance but the people that

are getting promoted or praised are the

ones that are working 16-hour days what

would you do in that situation on one

hand your boss says one thing but they

act a different way how would you know

which way to go so for more on this look

at culture eats strategy but you really

need to setup the behaviors and the ways

of doing things around that will make a

big difference to your team and that the

culture is what keeps everything

together within your organization so

finally I want to talk about what we do

as facilitators facilitators our job is

to listen and communicate back to

everybody else in the room so the joke I

say is I don't know for those of you

that I've ever been in a relationship

you might notice that what you said

isn't always what is heard so it's

important to have somebody who is

impartial who has no horse in the race

so they can really manage the

conversation and help you move forward

and really like set the foundation and

help you set the foundation for your

strategic plan so here's a few things

that we do and really as you look at the

investment that you're gonna make in

your strategic planning process because

it sets everything in your organization

look at using a facilitator so it allows

everyone to participate so often where

I've seen CEOs or executive director

directors who have been tasked with

facilitating the planning session

themselves and they say man I really

wish I could have been in those

discussions

I really would want

be there because you can't lead and

listen and share at the same time the

facilitator is objective and so all we

do is listen and communicate back which

also allows us to ask tough questions

you know we have know we can actually

get deeper in the issue and we have no

personal conflict or bias between

anybody in the room so we can really ask

tough questions to get to the heart of

the issue and again it's just to move

your organization forward we have a

specialized process this is what we do

we only do for us we only do strategic

planning so we have a process that's

proven and we'll guide you through that

process so you don't have to make a

makeshift process yourself it's one last

thing on your plate you've got tons of

stuff already as a leader you have so

many things that you're doing and you

know you don't want to have to take on

one more thing so let us take care of

the meeting let us take care of the

pre-planning survey you just got to show

up and be present with your team we're

really good at talking and listening

that's all our job is is to listen and

not only to hear the words but to look

at other areas in the room that are

happening that might affect the

discussion if somebody on one side of

the room says something and the person

on the other side of the room scrunches

their face then it means that there's

something going on there with that

statement and it allows us to be present

and to really listen for what people

aren't saying so that the whole level of

communication elevates within the

organization an SME strategy and I'll

say myself personally one of biggest

thing is that we hear from our clients

is that it allowed the organization and

the team to get to a whole new level of

communication and that pays dividends

not just in your planning session not

just in this strategic plan for your

entire careers we control the time and

the tempo of the meeting I don't know if

you've ever had meetings that you don't

get what you want accomplished or

conversations go on or they go off the

rails really quickly so what we do is we

control the time and the tempo to make

sure we stay on task and stay focused if

you're gonna take a day or two

select fully out of your day you want to

make sure that that day

valuable and fun and enjoyable and that

you leave it saying that was super

valuable I'm glad we did it and we have

a clear direction on how to move forward

finally we provide ongoing support as we

mentioned before you know the strategic

planning meeting is just one part of the

equation it's just one day so what we do

is we help keep you accountable so that

we come back at three months and six

months and say great what did you

accomplish what did you not accomplish

where do we need to take it our only job

is to support you in executing your

strategy and you can focus on moving it

moving it forward and getting it done so

working together right now we're looking

at a six to eight week lead time so that

means that right now if you want to have

a conversation about your objectives and

specific details I'll give you an

opportunity to do that later we'll

create a proposal and a sample agenda

for you we did go over a one and two-day

agenda but those were templates and

everything is customized to you and your

needs and what you want to make happen

book the date create the survey and have

the meeting one thing we didn't talk

about is creating the survey and as any

strategy we do a pre-planning survey and

it does a few things it allows us to

look at where there's alignment and

where there's not alignment ahead of the

meeting it also allows for people who

aren't necessarily loud or who want to

jump into that kind of conversation to

process information on their own time

and to really like get them to

contribute to the plan and it's all for

the people that are quietest and have

the best ideas finally it allows the

ones who completed the survey we send it

back out to your team for them to digest

it and to look at all of the themes so

that when they come into the meeting

they've nothing is brand-new and fresh

they've already had a chance to look at

it to process it and to contribute to it

newly and that's why our process of

online strategy development and what we

do and one and two day meetings is so

valuable because we've taken out so much

of the time that is required that we can

really get into the juice of the day and

and have get a lot of really valuable

work done and that's why we offer such

exceptional value so book the date

create a survey and have the meeting

within seven days you'll receive a

written recap and you'll have action

steps along with that that you've

created in your meeting every single

meeting finishes with implementation and

action steps and then you'll have a

written recap that you can use to

contribute the foundation of your

strategic plan and also every client

gets its own portal where we keep their

documentation we have training programs

on there so you can elevate your own

strategy and really we maintain your

strategic plan over time so we're a

strategic partner to you in helping you

be successful moving forward so what's

included we offer flat rate billing we

don't ever want you to worry about

calling us to have a conversation so all

communications related to the strategic

planning session we prepare the

materials ahead of time including the

staff survey do a one or two or three

day missed meeting facilitation or

whatever is best for you we provide

summary notes of a strategic plan

outline and we also offer coaching calls

to support implementation we don't want

to leave you just with the meeting and

then you're off your own devices we're

really committed to your success both in

the short-term the medium-term in the

long-term and we're there to help you

get your plan implement it and rolled

out with the rest of your team so that

you're successful and if you're

successful then you're gonna keep

working with us so contact us for

customized walkthrough and customized

agendas we'll put a proposal together

really every organization is different

and has different priorities and and

we're there to make sure that you get

what you need then your team has the

conversations it needs to have so let's

work together on your next meeting

whether it's before the end of the year

or next year we're available to

facilitate your meeting and to help you

with your strategy the last thing I'll

leave you on is really the reason why we

do what we do you know we have impact by

helping you but in your organization yes

we do it for the company yes we do it

for you we really do it for your

employees these are your employees or

the people that are most affected by

your strategic plan

it's not only the employees but their

families and the communities that they

live in because when they have a

strategic plan that's valuable and

effective they enjoy their life they

enjoy their work and it spills out to

every aspect of the world really and so

it's such a pleasure to get to work with

organizations that are doing great

things both in Canada and the US and

around the world and it's really our

sincere pleasure to be able to do this

and to be offer

be able to offer the services we provide

so I want to thank you for your time

today

thank you for being on our newsletter

and attending this webinar and feel free

to send us any questions you might have

to info an SME strategy net or you can

call us and book a consultation for your

strategic planning session today thanks

again and have an amazing day