2016 business planning

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Cordell M. Parvinhttp://www.cordellparvin.com

Developing an Effective Business 2016 Plan

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One Big Question

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Article location:http://www.fastcompany.com/magazine/94/open_change-or-die.html

December 19, 2007

Change or Die

By Alan Deutschman

What if you were given that choice? For real. What if it weren't just the hyperbolic rhetoricthat conflates corporate performance with life and death? Not the overblown exhortations of a rabid boss, or a slick motivational speaker, or a self-dramatizing CEO. We're talking actual life or death now. Your own life or death. What if a well-informed, trusted authority figure said you had to make difficult and enduring changes in the way you think and act? If you didn't, your time would end soon -- a lot sooner than it had to. Could you change when change really mattered? When it mattered most?

Yes, you say?

Try again.

Yes?

You're probably deluding yourself.

You wouldn't change.

Don't believe it? You want odds? Here are the odds, the scientifically studied odds: nineto one. That's nine to one against you. How do you like those odds?

This revelation unnerved many people in the audience last November at IBM's "GlobalInnovation Outlook" conference. The company's top executives had invited the most farsighted thinkers they knew from around the world to come together in New York and propose solutions to some really big problems. They started with the crisis in health care, an industry that consumes an astonishing $1.8 trillion a year in the United States alone, or 15% of gross domestic product. A dream team of experts took the stage, and you might have expected them to proclaim that breathtaking advances in science and technology -- mapping the human genome and all that -- held the long-awaited answers. That's not what they said. They said that the root cause of the health crisis hasn't changed for decades, and the medical establishment still couldn't figure out what to do

Change or Die

What if you were given that choice?

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about it.

Dr. Raphael "Ray" Levey, founder of the Global Medical Forum, an annual summitmeeting of leaders from every constituency in the health system, told the audience, "A relatively small percentage of the population consumes the vast majority of the health-care budget for diseases that are very well known and by and large behavioral." That is, they're sick because of how they choose to live their lives, not because of environmental or genetic factors beyond their control. Continued Levey: "Even as far back as when I was in medical school" -- he enrolled at Harvard in 1955 -- "many articles demonstrated that 80% of the health-care budget was consumed by five behavioral issues." Levey didn't bother to name them, but you don't need an MD to guess what he was talking about: too much smoking, drinking, eating, and stress, and not enough exercise.

Then the knockout blow was delivered by Dr. Edward Miller, the dean of the medicalschool and CEO of the hospital at Johns Hopkins University. He turned the discussion to patients whose heart disease is so severe that they undergo bypass surgery, a traumatic and expensive procedure that can cost more than $100,000 if complications arise. About 600,000 people have bypasses every year in the United States, and 1.3 million heart patients have angioplasties -- all at a total cost of around $30 billion. The procedures temporarily relieve chest pains but rarely prevent heart attacks or prolong lives. Around half of the time, the bypass grafts clog up in a few years; the angioplasties, in a few months. The causes of this so-called restenosis are complex. It's sometimes a reaction to the trauma of the surgery itself. But many patients could avoid the return of pain and the need to repeat the surgery -- not to mention arrest the course of their disease before it kills them -- by switching to healthier lifestyles. Yet very few do. "If you look at people after coronary-artery bypass grafting two years later, 90% of them have not changed their lifestyle," Miller said. "And that's been studied over and over and over again. And so we're missing some link in there. Even though they know they have a very bad disease and they know they should change their lifestyle, for whatever reason, they can't."

Changing the behavior of people isn't just the biggest challenge in health care. It's themost important challenge for businesses trying to compete in a turbulent world, says John Kotter, a Harvard Business School professor who has studied dozens of organizations in the midst of upheaval: "The central issue is never strategy, structure, culture, or systems. The core of the matter is always about changing the behavior of people." Those people may be called upon to respond to profound upheavals in marketplace dynamics -- the rise of a new global competitor, say, or a shift from a regulated to a deregulated environment -- or to a corporate reorganization, merger, or entry into a new business. And as individuals, we may want to change our own styles of work -- how we mentor subordinates, for example, or how we react to criticism. Yet more often than not, we can't.

CEOs are supposedly the prime change agents for their companies, but they're often asresistant to change as anyone -- and as prone to backsliding. The most notorious recent example is Michael Eisner. After he nearly died from heart problems, Eisner finally heeded his wife's plea and brought in a high-profile number-two exec, Michael Ovitz, to

“If you look at people after coronary-artery bypass grafting two years later, 90% of them have not changed their lifestyle.”

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Successful People

Think Optimistically and Plan Purposefully

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Successful People

“The pessimist sees difficulty in every opportunity. The optimist sees the opportunity in every difficulty.”

Attitude

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Successful People

Set stretch goals and adopt high standards for themselves.

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Successful People

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Successful Lawyers

Take Responsibility for Their Career

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Successful Lawyers

Use Their Time Wisely

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Successful Lawyers

Know What They Want

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Successful Lawyers

Work Each Day to Become Better

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Successful Lawyers

Build Their Profile

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Successful Lawyers

Get Comfortable Outside Comfort Zone

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Successful Lawyers

Spend Quality Time with Their Family

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Why Have a Plan?

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Big Rocks

Why Have a Plan?

18Most Important Resources

Energy Time

Why Have a Plan?

19You Will Be More Successful

Why Have a Plan?

20You Will Make Better Choices

Why Have a Plan?

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Energizing 2016 Plan

22What

2016 Plan

Goals

90 Days

Why Important

How

Next Week

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NeedPassion

Talent Major Definite Purpose

Energizing 2016 Plan

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Planning for Young Lawyers

Start with Focus on Long-Term

2021

2016

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Begin With What

January 2021

Identify the truly ambitious goal you want to achieve in 5 years

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Exercise 1

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What - Example, Alison Rowe

Alison Rowe

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What - Example, Travis Crabtree

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What - Example, Cordell

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Before You Start Planning

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Identify Your Strengths


Define Your Target Market32


Decide What You Want Target Market to Hire You to Do? 33


Become Visible and Credible by Adding Value 34


What Are Target Market Organizations 35

How - Step 1

Identify Your Target Market’s Problems, Opportunities and Changes

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What Creative Solutions Can You Provide to Your Target Market

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Create a Plan with Goals

Set the Most Effective Goals

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Goals

Hours

Activities

Goals

Hours

Top Down Botto

m Up

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Goals

Hours

Activities


Top Down

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• Promotion

• Earn $_____

• _____ New Clients/Customers

• Expand Relationship with _____ Client/Customers

Motivating Performance Goals

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• Learn How to____

• Read ___

• Speak at ____

• Contact ___

• Meet with ____ contacts

• Write ___ articles and get them published

Detailed Action Goals

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Rank Your ActionGoals

1.

2.

3.

4.

5.

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Goals

Hours

Activities

How - Step 2

Bottom Up

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Substantive Learning

Industry and Business Knowledge

People Skills

Your Development


Industry / Business Education


48Reputation / Profile Relationship Building


Profile Building


51Profile Building: Industry

Client Development

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Profile Building

WRITING

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Profile Building

SPEAKING

Relationship Building

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Exercise 2

Establish Your Goals

Prioritization Matrix

High Return / Low Investment

Do first and do often

High Return / High Investment

Break down into smaller pieces

Low Return / Low Investment

Do when you have time

Low Return / High Investment

Say NO graciously!

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Exercise 3

Develop Your Action

Steps

Determine Investment and Return for Each Goal

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Exercise 4

Determine Time for Each Plan Item

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90-Day Action Plan

Value in Creating

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90-Day Plan(Actions)

List Actions for Next 90 Days

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Exercise 5

Create 90 Day or Monthly Action Plan

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Plan Each Week

What? How Long? When?

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Plan Each Week

if Xthen Y

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SleepDevelopmentFreeWork

How you spend your development time will determine

the quality of your career

How you spend your free time determines

the quality of your life

How You Spend Your Time Weekly

Plan Each Week

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Exercise 6

Create Weekly Action Items

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Accountability

Make Yourself Accountable

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Partner for Accountability

Accountability

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Accountability

Keep Journal

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Planning

OTHER

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Best Day and Best Time of Day

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Full Attention in Segments

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List Dead Time Activities

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Repurpose Content

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Your Next Steps

What Are you Going to Do Now?

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Your Next Steps

How Will You Stay on Track?

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Success and satisfaction does not come from focusing on success, happiness or money. Instead it comes from focusing on your passion, developing your talent and identifying the needs and wants of those you want to serve.

- Cordell M. Parvin

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Cordell M. Parvinhttp://www.cordellparvin.com

Developing an Effective Business Plan

for Career Success

2016 business planning

Law

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