Some people like lists; I am one of those types of people. I have daily, weekly, and monthly lists. I have lists for home, for work, for my children, and for our farm. I like to write my list(s) in the morning so I can focus on what needs to be done and create a plan to do it efficiently. I use lists as a motivational tool, and there isn't much I love more than the feeling of satisfaction when I can check off a finished task.
Sometimes I become too focused on my data and routines. The day-to-day humdrum can become the focus, leaving little room for challenge and evaluation. If I am not adding anything new to my lists, then I am not challenging myself to do better or make any significant progress.
Therefore, my work becomes stagnant and unfulfilling. Does this uber-focused planning method become a problem, in and of itself? The answer is simple, yes. It is important not to get stuck in the day-to-day routines. It is essential to think long-term and "bigger and better." It is imperative that we plan for everyday tasks but include time in our schedules to "stop, start, and continue."
The same principle applies to organizations, companies, and government bodies that aim to set clear objectives and achieve them through the most efficient means possible.
Stop, Start, and Continue
University of Illinois Extension is currently using this method in its strategic planning process. As Extension stakeholders, people are being asked to think about things we need to STOP doing. What is wasting our time? What is creating unnecessary additional work? What is not producing meaningful outcomes? What can be done differently to create efficiency and meet today's needs?
Next, stakeholders are asked to think about things Extension needs to START doing. What are we not doing that we should be doing? How have our clients' needs changed in the last decade, and what can we do to address those needs to continue to be a relevant asset to those we serve?
Lastly, we evaluate what we are doing well and what we need to continue doing. These items usually require little to no change and are determined unanimously.
When utilizing this method, everyone needs to participate and share input because each person has a unique perspective.
If your organization does not have a current strategic plan, then it is time to create a new plan or "list" to help guide actions and build motivation. A strategic plan is not a "to-do list" that should be placed on a shelf once it is written. This plan should constantly be referred to and used to monitor progress.
When an organization is unfamiliar with the strategic planning process, introducing this process can seem like an overwhelming punishment, especially if the process is conducted internally. I recommend utilizing an outside consultant or expert to assist your organization in the strategic planning process.
As a community and economic development educator, I can assist your organization, non-profit, government body, or business in this process. It is my goal to help you create the best “to-do list” to move your organization forward.
For more information about these services and programs, contact me at valerieb@illinois.edu or call 217-532-3941. I serve the Unit 18 area in Christian, Jersey, Macoupin, and Montgomery counties.
About the Author:
Valerie Belusko is a University of Illinois Extension educator in Community and Economic Development, serving Christian, Jersey, Macoupin, and Montgomery Counties and specializing in economic development and planning. As someone who lives in and loves rural Illinois, Valerie believes it is her duty to participate in the redevelopment of our economy and lifestyle so we can create opportunities that allow residents to remain in our communities.