I. 'VeSPA One Page Plan' – Part 1 [V] Visioning, i) Purpose | by Greg Jenkins

 “I didn't have time to write a short letter, so I wrote a long one instead.” Mark Twain
Why one page? Monster plans of 20, 50 or 80 pages rarely get read and it seems don't get implemented 90% of the time. They end up draining energy whilst gathering dust in the bottom shelf.
The One Page Plan has real energy because it contains the spirit of the whole plan on one page. A one page plan expresses the strategy succinctly, where every word is vital and loaded with power. Unlike its supersized counterpart, the one page plan is implementation ready.
The VeSPA™ | One Page Plan is both a high level plan and implementation planning process. The high level plan [Ve] comprises [V] Visioning - i) purpose, ii) vision iii) goals and [e] embedded values and principles.
i) Purpose
The first component of the One Page Plan is Purpose (also called mission). We divide purpose into Core and Higher Purpose. Refining and rewording a purpose statement is one of the most important tasks for organizational leaders.
Core Purpose questions are “what do we do?” and “why are we here?” It is expressed clearly and succinctly in terms that everyone inside and outside the organization understands.
Higher Purpose is relevant to with a purpose for the greater good. What good do we do? This typically applies to charities, NGOs, churches etc but could apply to any organization with a higher purpose.
"Best Beats First" | Jim Collins
Next issue: VeSPA | One Page Plan | Visioning ii) "Vision"

Three Stages of Strategy Implementation

Have you ever wondered why 90% of strategic plans never get implemented? Here are three possible reasons:

1.The plan is too big. It’s common for strategic plans to be 20 – 50 pages or even more. Plans that take an hour or more to read go straight to the bottom drawer never again to see the light of day.

2. You didn’t write it. If the words aren’t yours or you didn’t contribute to writing the plan, then it’s hard to muster energy or interest. It’s another reason to leave the plan on the shelf gathering dust.

3. It’s still in your head. If the plan is still primarily in your head, even if supported by random notes on the backs of envelopes, on crumpled serviettes or on your iPad, your strategy can get jumbled.

Whatever the reason, unimplemented plans limit your personal and/or organisational potential. Having a plan is not enough. Dwight Eisenhower famously said “Plans are nothing – planning is everything”. Without a living breathing implementation process your strategic plan, no matter how worthy, will be stuck in the day-to-day mire.

If you have an unimplemented strategic plan or no plan at all, the TES™ three stage strategic implementation process can help.


TES| Strategic Implementation Process

Stage I: Translate | Translate what you have in your bottom drawer, on the shelf or in your head into a doable VeSPA™ one page plan

- Gather and collate existing plans, past plans, everything relevant

- Plan the implementation kick off meeting with a facilitator

- Invite cross-functional stakeholders from CEO to shop floor

- Develop the focusing question

- Translate current vision, mission, values, goals etc into a one page high level plan

- Get buy-in from cross functional leaders and other key influencers for the high level plan

Stage II: Execute | Execute the one page by developing plan collaboratively with all relevant stakeholders
using the QUEST™ Change Facilitation Toolkit

- Run the kick off meeting

- Develop prioritized project plans

- Run first project meetings at kick off meeting

Stage III: Sustain | Sustain the planning process with VITAL™ dynamic project meetings

- Run regular cross functional project meetings

- Run regular champion review meetings

- Celebrate and give recognition for achievements


The TES strategic implementation process is invaluable for organisations of all sizes and a variety of purpose | Business [SME, Corporate, Micro-Business] | Community [NGO, Local Gov, Gov, Associations]

What can organisations learn about leadership from Indigenous kids?

During 2008 I had the pleasure of developing and delivering a leadership program for AFL Indigenous Academies involving high school kids aged 12–16. The academy is a social responsibility program of the Australian Football League (AFL) in Western and South Western Sydney designed to encourage indigenous kid to finish high school and eventually take leadership roles in their community.

As my usual gigs are with adults in the corporate sector, I knew that working with kids would be a challenge for a non-teacher. To cover the bases I enlisted the help of university student, Daniel Nelson who at 19 was closer to the age group involved and therefore a ready-made role model. Daniel also had some invaluable facilitation experience with disadvantaged youth through YCS and YCW.

Starting with no expectations whatsoever, I was pleasantly surprised when I noticed that facilitation tools and simulation game frameworks that I had developed and used used for years with adults in business, worked just as well with indigenous youth. Only the context was changed.

We kept the approach simple:

One Rule – “One at a Time”

Structure: 3 Positions. Circle, small group and standing up.

Values: The 3Rs – Respect; Responsibility; Role Models

Outcomes: The 3Cs – Confidence; Communication; Connections

Daniel and I saw remarkable and promising changes in confidence and communication skills among all kids in all groups over 22 weeks. This was true experiential learning. I learned as much (probably more) from the young aboriginal kids as they learned from me. At very least, I came away with new insights into the universality of leadership and especially more clarity on the differences between leadership and management.

My 3 key insights

Leadership is Universal

Leadership develops experientially (starting before 16yrs)

Leadership expresses itself from the inside out

Leadership and management are not the same. Here is my view of the differences:

Management is for the designated few with responsibility for budgets, people, resources, assets

Leadership is for everyone and just as relevant for mothers and youth as it is for middle and senior managers

Management is situational

Leadership is universal

Management is hierarchical with layers of responsibility

Leadership is individual- every leader is different

Management is external whereby you manage something or someone

Leadership is not driven by ego

Management is about, performance, compliance, results and competency

Leadership is an experience based Inner journey. Leadership requires being open to change

Management can be taught in accredited programs

Leadership is an experiential journey that starts early in life – before 16. Sometimes a leadership legacy lasts beyond a persons lifetime (e.g. Gandhi, JFK, Martin Luther King)

Management is mostly organisation related and is identified with a position and/or designated responsibility

Leadership exists with or without a management position

Management is hierarchical and therefore directive

Being a leader involves providing choice

Management is about maintaining the status quo

Leadership is about change – it facilitates change both in the leader and those being led

The challenge for those in management positions is to be aware of the difference.

When is it the right time to lead?

When is it the right time to manage?

This challenge can only be addressed when the differences are clear and understood.

My mentor at the beginning of the AFL Indigenous Academies endeavor was David Rock www.quietleadership.com. David was very helpful in guiding aspects of the program design. The subtitle of his book ‘Quiet Leadership’ is thought provoking. It reads “Help People to Think – Don’t Tell Them What to Do’.

I delivered workshops on this topic at AFN Conference Bathurst http://www.markbutz.com/afn/afn_08_conference/index.html and the ICEL Conference Sydney http://www.education.uts.edu.au/icel/. I will present this topic at the Sydney Facilitators Network meeting Feb 9, 2009 http://facilitatorsnetwork.blogspot.com/

What was your first leadership experience?

Discussion Topic:

What was your first leadership experience?

How has this first experience played out in your life?

Any ‘first time’ is significant. Do you remember your first drive, first kiss, first love or first day at school”

What about leadership. What was your first leadership experience (before the age of 16)?

I've posted this exercise on the TinCAN learning Blog.

What do you think? I invite you to do the following:

Discuss with 3 people separately and develop a story about your first leadership experience

Join a conversation on the Blog to share your experience