This document discusses strategies for effective strategy execution, including overcoming challenges, leveraging different influences to increase success, and setting goals and structures to improve execution. It emphasizes that execution requires consistent behaviors over time and outlines tips for goal setting, meetings, coaching, and developing others. Effective execution engages multiple influences, leverages different levers or structures, and requires participation and buy-in at all levels of an organization.
14. Drive new total contract value (TCV) of _____ from ____ new
clients and deliver EBITDA of ____ of revenue while scaling
the business for sustainable growth and expansion
Sample One Page Strategic Planning Document
Become the global leader in ________ that continuously
optimizes the best for our people, our planet and our profit
Strategic Intent 20XX Strategic Objective
5 Key Strategies
Aligned Strategic Initiatives
Capitalize on a High
Performance Team and
Culture to drive innovation
and exceed strategic
imperatives
Optimize our customer-
centric Product Discipline
to drive market leadership,
customer satisfaction, and
profitability
Leverage our Unique
_______ Value
Proposition to deliver our
brand promise of ______
Maximize Strategic Client
Acquisition opportunities
within targeted verticals and
regions to drive accelerated
growth
• Executive Team
• Performance Management
• Learning Organization
• Build vs. Buy
• Industry-Specific
• Product Strategy
• Product Roadmap
• Thought Leadership
• Rebates and Incentives
• Market Research
• Manufacturing
• Logistics
• Deployment / Consulting
• Account Management
• TCV achievement
• Direct Sales
• Channels / VARs
High Performance
Team and Culture
Product Management
Discipline
Unique Value
Proposition
Scalable Operational
Processes
Strategic Client
Acquisition
Exploit Scalable
Operational Processes to
increase margins and
ensure effectiveness and
efficiency
39. PERFORMANCE
• Degree to which an individual meets pre-set work
expectations
1 = Below expectations
2 = Meets expectations
3 = Exceeds expectations
40. POTENTIAL
• Ability to change, adapt and learn based on experiences
1 = Is not open to feedback; does not learn from past
experiences; is not focused on own development;
reacts in similar fashion in all situations.
2 = Is open to feedback; can learn from past experiences;
focuses on development of self, but tends to be more
reactive than proactive; shows some ability to adapt to
the situation or moment.
41. POTENTIAL
• Ability to change, adapt and learn based on experiences
3 = Seeks out constructive feedback and adjusts behavior
based on this feedback; can learn in the moment as
well as from past experience; anticipates future
changes and is proactive in dealing with them; focuses
on self-development and fosters growth in others.
43. 3. INTERNAL COACHING &
MENTORING
• Goal Setting - agenda/monthly/yearly
• Listening
• Communication (give/receive Feedback)
• Tracking Progress
• Follow Through
Role-Model – Do not put too much pressure on self
Cannot be all things to all people at all times
49. Let’s Connect
Dan Griffiths is the Director of
Advisory Services at Tanner, a
CPA firm based in Salt Lake City.
He provides strategic and
business planning, business
coaching, and leadership
development. Contact Dan at:
dgriffiths@tannerco.com
Or connect with him on LinkedIn:
www.linkedin.com/in/dangriffiths
cpa