Strategy as aValues FrameworkbySteven H. Cady, Ph.D.We need some kind of simple minded criteria for making our decisionsHenry MintzbergSee video at www.henrymintzberg.comScholars and practitioners from Rokeach, Ajzen, Fishbien, Porter, and Mintzberg to Block,Dannemiller, Wheatley, Peters, and Bellman have wrestled with the notion of values. Theconclusion is thisStrategy is a clear intentional statement of values; and values are those ideas about the futurethat are important for each of us to focus upon realizing in the present. They guide us in howwe choose to interact with the world and react to whatever arises. While we may be living ourvalues to some degree, they call us to go beyond our current selves and bring out our best selfin each moment. Values guide our decisions and actions hence, strategy is the key totransformation on a personal and organizational level. There are five components to a strategyand often these components have a variety of labels that differ from one setting to the next.The key concept to remember is the definitions tend to be the same; the labels vary. Be clearabout your definitions and go in search of the label that will serve as the anchor. Then create adistinctive strategic framework that emanates from the head and heart. Clarity in the keycomponents of ones strategy is the key to meaningful change.Strategy as a Values Frameworkwww.stevecady.com 200515 Dimensions of StrategyMission(also called purpose, credo, calling)How are those you serve better off (i.e., significantly different)because of what you do?Vision(also called stretch goal, aspiration,)How big and best do you want to be in the world?Goals(also called strategic directions, outcomes, terminal values,)What do you want to accomplish by the time it is all said anddone?Principles(also called principles, philosophy, instrumental values,)In what ways do you act and interact as you realize your mission,vision, and goals?Objectives(also called SMART goals, tasks, initiatives, success measures)What specific, measurable, action oriented, realistic, and timely(SMART) actions and tasks will you accomplish in the short termto move you significantly toward accomplishing your mission,vision, and goals?Strategy as a Values Frameworkwww.stevecady.com 20052MissionA mission is the positive difference made in the world because you exist through using aspecific talent or competency. The focus is purposefully outward on those who reside beyondyour immediate circle of family, friends, and colleagues. There are two components to amission:1. Core Difference. The focus is on a positive difference being created in the world. Itanswers the question, “how will the world be different as a result of my being here, usbeing together?” It is seen through the eyes of those people, places, and things thatyou touch.2. Core Talent. This is the key activity that causes the core difference to happen. This isoften based on a special action/activity that you find invigorating… your gift. It answersthe question, “how do I ensure that the core result is accomplished?” It is based onwhat you do that is unique, hard to imitate, and done well.VisionA vision is the scope of your mission. This is a one sentence statement that describes how bigand best you choose to be in living your mission. Often times, the big is addressing locationfor making the difference such as geography, saturation, and penetration. While the notion ofbest has to do with your level of expertise and recognition. It is often associated with thewords Number 1, Leader, Champion, Winner, There is an element of recognition in terms ofpopularity or accolades.GoalsGoals are a general list of results to be achieved over the lifespan. These are broad directionsand areas for achievement. They are end-states that are focused on what is important to beaccomplished. Sometimes the goals can be thought of as areas to improve, create, or achieve?Here are some tips:1. Create a one to three word label or short phrase for each of the goals. This is an anchorin that it is easy to remember.2. Write a one-sentence present tense statement that describes what the goal looks likewhen fully achieved.Strategy as a Values Frameworkwww.stevecady.com 20053PrinciplesPrinciples are the ways in which you act and interact that are instrumental to supporting andrealizing your goals, vision, and mission. The focus of each principle is on behaviors.Therefore, there is a key verb in the principle. Here are some tips:1. Create a one to three word label or short phrase for each of the principles and be surethere is a key verb in the label or phrase.2. Write a one-sentence present tense statement that describes what the principle lookslike when you are acting that way. Write it in present tense.ObjectivesThe values stated above are broad enough to allow for flexibility and innovation, while alsoproviding the kind of focus needed to develop concrete measures of progress being made (i.e.,action plans). Objectives are the detailed specifics of the mission, vision, goals, and principles.Is an objective a value? Yes, in that it is an extension of the previous four components. Thereare two ways to make the values more concrete through objectives.1. Infinite Objectives (tracked measures) are those things that you measure consistentlyover time and track for trends. There is no end to tracking these measures. It can bethings like sales (calls made, units sold, satisfaction), health (weight, blood pressure,etc.) to finances (income, assets, etc.). These have clear patterns or timing formeasurement and evaluation.2. Finite Objectives (projects and initiatives) are one-time projects or initiatives to becompleted. The measure can take the form of a number (e.g., units produced by acertain date) to a simple check off of a step that has been done (e.g., proposalcompleted and delivered by a certain date). These have clear ending or targetedcompletion dates.When infinite and finite objectives are stated, they are stated in terms of specific, measurable,action oriented, realistic, and timely criteria (SMART). These have steps and measures that areSMART (see below). Objectives are accomplished within the context of the goals. The reasonis due to the notion that goals are connected to the mission and vision. Often a matrix can beused to show how the objectives and initiatives map onto the values. In addition to a matrix, itis important to put the finite objectives into a timed flow chart that breaks the objective downinto the necessary steps to see it completed (steps/substeps, measures, leader(s), othersinvolved, required resources, roadblocks & solutions).Strategy as a Values Frameworkwww.stevecady.com 20054Creating a Strategy StatementThe Strategy Statement is a document that simply describes your values in the five dimensionsas values statements. Here are some tips:1.2.3.4.5.6.Write your Strategy Statement as one document simple and concise. Bring it intothe present. The order of the dimensions is up to you do what works. It is best towrite in perfect present tense, as if each statement is fully lived and realized. Keepthe document to two pages.Sometimes it is best to start with goals, then create mission, then vision, and thenprinciples. Lastly, develop a clear set of objectives (and map them). The reason isthat once goals are created, the mission and vision will end up being more distinctive(as long as you use the rule that no key words are used twice). Use the followingquestion Imagine that you accomplished each and all of the goals – how is theworld different?Use key words once in the statements. This ensures distinctiveness and discriminatevalidity. Avoid using the same words across the statements. In other words, dontuse the same key words in the mission and vision and goals. Use the key wordsonce across the document.Be sure that the principles are verb (action) focused, while the mission, vision, andgoals are result/outcome focused. Often a goal is stated as an action. When thishappens, ask the question in order to what? The answer to the question is thegoal and the action is going to be more in-line with a principle, objective, orinitiative.The statements are a compelling (juicy, spicy, and tantalizing) expression that tapsinto your visceral response, as well as other peoples visceral response. Whenpeople read the statements, they want to be part of what you are doing. They wantto know more and are inspired by you. They will say, yes!!!Some people have written preferred future paragraphs for all components of thedocument. That is, you can write a paragraph or more elaborating on the mission,vision, each goal, and each principle. Write it in present tense. Because it is best tohave the framework be one to two pages. When writing up the statements, write itas a second document or an appendix to the framework so that the mission, vision,goals, principles, and objectives can fit on two pages.Strategy as a Values Frameworkwww.stevecady.com 20055Value Objective MatrixThe Value Objective Matrix is a quick way to see how well the objectives (infinite and finite)cover the values stated. In other words, how will intended action is aligned with the strategy.Place each objective in the first column and then put an X in the cell under the value to whichthat objective applies. This is a subjective process in that those placing the Xs have to makethe determination. It is best to use a conservative approach by only placing an X if theobjective clearly demonstrates that the value is being realized.If a row has no Xs (i.e.,objective 4), then this suggests that the objective is either not necessary or that there isanother value not yet explicitly identified. If a column has no Xs (i.e., Prn B), then thissuggests that the value is not necessary or that an objective is required to ensure there isaction focused here. The bottom right cell (i.e., 12/24 50%) refers to the degree to which theobjectives cover or connect to the goals. There is no best number of coverage. It suffices tosay that you can have too much coverage (i.e., all objectives relate to every goal) or too little(i.e., there is limited synergy among the objectives).Values MissionVisionGoalAGoalBXXXX22Objectives1. objective2. objective3. objective4. objectiveXXXXXXXXCoverage323PrnAPrnB0Coverage345O12/24 50%Note: In some cases, people will focus solely on how the objectives line up with thegoals. This is fine and has a powerful impact as well. Getting a person to focus on theframework and to use it in practical ways is most important. In time, a person mayexpand the matrix to include objectives focused on the mission, vision, and principles.Bottom line is to find the level of detail that will give the person cause for action.Strategy as a Values Frameworkwww.stevecady.com 20056Strategy as aValues FrameworkbySteven H. Cady, Ph.D.We need some kind of simple minded criteria for making our decisionsHenry MintzbergSee video at www.henrymintzberg.comScholars and practitioners from Rokeach, Ajzen, Fishbien, Porter, and Mintzberg to Block,Dannemiller, Wheatley, Peters, and Bellman have wrestled with the notion of values. Theconclusion is thisStrategy is a clear intentional statement of values; and values are those ideas about the futurethat are important for each of us to focus upon realizing in the present. They guide us in howwe choose to interact with the world and react to whatever arises. While we may be living ourvalues to some degree, they call us to go beyond our current selves and bring out our best selfin each moment. Values guide our decisions and actions hence, strategy is the key totransformation on a personal and organizational level. There are five components to a strategyand often these components have a variety of labels that differ from one setting to the next.The key concept to remember is the definitions tend to be the same; the labels vary. Be clearabout your definitions and go in search of the label that will serve as the anchor. Then create adistinctive strategic framework that emanates from the head and heart. Clarity in the keycomponents of ones strategy is the key to meaningful change.Strategy as a Values Frameworkwww.stevecady.com 200515 Dimensions of StrategyMission(also called purpose, credo, calling)How are those you serve better off (i.e., significantly different)because of what you do?Vision(also called stretch goal, aspiration,)How big and best do you want to be in the world?Goals(also called strategic directions, outcomes, terminal values,)What do you want to accomplish by the time it is all said anddone?Principles(also called principles, philosophy, instrumental values,)In what ways do you act and interact as you realize your mission,vision, and goals?Objectives(also called SMART goals, tasks, initiatives, success measures)What specific, measurable, action oriented, realistic, and timely(SMART) actions and tasks will you accomplish in the short termto move you significantly toward accomplishing your mission,vision, and goals?Strategy as a Values Frameworkwww.stevecady.com 20052MissionA mission is the positive difference made in the world because you exist through using aspecific talent or competency. The focus is purposefully outward on those who reside beyondyour immediate circle of family, friends, and colleagues. There are two components to amission:1. Core Difference. The focus is on a positive difference being created in the world. Itanswers the question, “how will the world be different as a result of my being here, usbeing together?” It is seen through the eyes of those people, places, and things thatyou touch.2. Core Talent. This is the key activity that causes the core difference to happen. This isoften based on a special action/activity that you find invigorating… your gift. It answersthe question, “how do I ensure that the core result is accomplished?” It is based onwhat you do that is unique, hard to imitate, and done well.VisionA vision is the scope of your mission. This is a one sentence statement that describes how bigand best you choose to be in living your mission. Often times, the big is addressing locationfor making the difference such as geography, saturation, and penetration. While the notion ofbest has to do with your level of expertise and recognition. It is often associated with thewords Number 1, Leader, Champion, Winner, There is an element of recognition in terms ofpopularity or accolades.GoalsGoals are a general list of results to be achieved over the lifespan. These are broad directionsand areas for achievement. They are end-states that are focused on what is important to beaccomplished. Sometimes the goals can be thought of as areas to improve, create, or achieve?Here are some tips:1. Create a one to three word label or short phrase for each of the goals. This is an anchorin that it is easy to remember.2. Write a one-sentence present tense statement that describes what the goal looks likewhen fully achieved.Strategy as a Values Frameworkwww.stevecady.com 20053PrinciplesPrinciples are the ways in which you act and interact that are instrumental to supporting andrealizing your goals, vision, and mission. The focus of each principle is on behaviors.Therefore, there is a key verb in the principle. Here are some tips:1. Create a one to three word label or short phrase for each of the principles and be surethere is a key verb in the label or phrase.2. Write a one-sentence present tense statement that describes what the principle lookslike when you are acting that way. Write it in present tense.ObjectivesThe values stated above are broad enough to allow for flexibility and innovation, while alsoproviding the kind of focus needed to develop concrete measures of progress being made (i.e.,action plans). Objectives are the detailed specifics of the mission, vision, goals, and principles.Is an objective a value? Yes, in that it is an extension of the previous four components. Thereare two ways to make the values more concrete through objectives.1. Infinite Objectives (tracked measures) are those things that you measure consistentlyover time and track for trends. There is no end to tracking these measures. It can bethings like sales (calls made, units sold, satisfaction), health (weight, blood pressure,etc.) to finances (income, assets, etc.). These have clear patterns or timing formeasurement and evaluation.2. Finite Objectives (projects and initiatives) are one-time projects or initiatives to becompleted. The measure can take the form of a number (e.g., units produced by acertain date) to a simple check off of a step that has been done (e.g., proposalcompleted and delivered by a certain date). These have clear ending or targetedcompletion dates.When infinite and finite objectives are stated, they are stated in terms of specific, measurable,action oriented, realistic, and timely criteria (SMART). These have steps and measures that areSMART (see below). Objectives are accomplished within the context of the goals. The reasonis due to the notion that goals are connected to the mission and vision. Often a matrix can beused to show how the objectives and initiatives map onto the values. In addition to a matrix, itis important to put the finite objectives into a timed flow chart that breaks the objective downinto the necessary steps to see it completed (steps/substeps, measures, leader(s), othersinvolved, required resources, roadblocks & solutions).Strategy as a Values Frameworkwww.stevecady.com 20054Creating a Strategy StatementThe Strategy Statement is a document that simply describes your values in the five dimensionsas values statements. Here are some tips:1.2.3.4.5.6.Write your Strategy Statement as one document simple and concise. Bring it intothe present. The order of the dimensions is up to you do what works. It is best towrite in perfect present tense, as if each statement is fully lived and realized. Keepthe document to two pages.Sometimes it is best to start with goals, then create mission, then vision, and thenprinciples. Lastly, develop a clear set of objectives (and map them). The reason isthat once goals are created, the mission and vision will end up being more distinctive(as long as you use the rule that no key words are used twice). Use the followingquestion Imagine that you accomplished each and all of the goals – how is theworld different?Use key words once in the statements. This ensures distinctiveness and discriminatevalidity. Avoid using the same words across the statements. In other words, dontuse the same key words in the mission and vision and goals. Use the key wordsonce across the document.Be sure that the principles are verb (action) focused, while the mission, vision, andgoals are result/outcome focused. Often a goal is stated as an action. When thishappens, ask the question in order to what? The answer to the question is thegoal and the action is going to be more in-line with a principle, objective, orinitiative.The statements are a compelling (juicy, spicy, and tantalizing) expression that tapsinto your visceral response, as well as other peoples visceral response. Whenpeople read the statements, they want to be part of what you are doing. They wantto know more and are inspired by you. They will say, yes!!!Some people have written preferred future paragraphs for all components of thedocument. That is, you can write a paragraph or more elaborating on the mission,vision, each goal, and each principle. Write it in present tense. Because it is best tohave the framework be one to two pages. When writing up the statements, write itas a second document or an appendix to the framework so that the mission, vision,goals, principles, and objectives can fit on two pages.Strategy as a Values Frameworkwww.stevecady.com 20055Value Objective MatrixThe Value Objective Matrix is a quick way to see how well the objectives (infinite and finite)cover the values stated. In other words, how will intended action is aligned with the strategy.Place each objective in the first column and then put an X in the cell under the value to whichthat objective applies. This is a subjective process in that those placing the Xs have to makethe determination. It is best to use a conservative approach by only placing an X if theobjective clearly demonstrates that the value is being realized.If a row has no Xs (i.e.,objective 4), then this suggests that the objective is either not necessary or that there isanother value not yet explicitly identified. If a column has no Xs (i.e., Prn B), then thissuggests that the value is not necessary or that an objective is required to ensure there isaction focused here. The bottom right cell (i.e., 12/24 50%) refers to the degree to which theobjectives cover or connect to the goals. There is no best number of coverage. It suffices tosay that you can have too much coverage (i.e., all objectives relate to every goal) or too little(i.e., there is limited synergy among the objectives).Values MissionVisionGoalAGoalBXXXX22Objectives1. objective2. objective3. objective4. objectiveXXXXXXXXCoverage323PrnAPrnB0Coverage345O12/24 50%Note: In some cases, people will focus solely on how the objectives line up with thegoals. This is fine and has a powerful impact as well. Getting a person to focus on theframework and to use it in practical ways is most important. In time, a person mayexpand the matrix to include objectives focused on the mission, vision, and principles.Bottom line is to find the level of detail that will give the person cause for action.Strategy as a Values Frameworkwww.stevecady.com 20056
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