Managing Short Term and Long Term Planning

Provost Blog


Managing Short Term and Long Term Planning

June 8, 2011

And the things that you have heard from me . . ., commit these to faithful men who will be able to teach others also. 2 Timothy 2:2

“Leadership is like a running head start for the team. Leaders see farther than their teammates. They see things more quickly than their teammates. They know what’s going to happen and can anticipate it . . . The power of leadership carries over into every field. The business ran by a good leader often finds its market niche first and outperforms its rivals, even if the rivals possess greater talent. The non-profit organization headed by strong leaders recruits more people, equips them to lead, and serves a great number of people as a result.” 
                    December 17, “Leadership Promises for Every Day” – John C. Maxwell

  1. Planning begins with thinking about the future. You have to go beyond the details and tasks today.
  2. Develop a mindset that sorts out priorities. Not everything you could work on has equal weight. A few things are far more important and will produce larger dividends in the long-run. Learn to discern what is the most important.
  3. Practice working in priority order. Do what is most important first. It’s easy to do the tedious because you don’t have to think. Be diligent to stick to the priority items so that they are completed first. Touch something only once.
  4. Learn to “think institutionally.” Most managers/directors think about their own areas. Look for bigger goals that the institution can achieve through mutual collaboration with other departments/divisions.
  5. Take time to look at the “big picture.” What is really important? How does you area’s goals help accomplish division goals and university goals?
  6. Help your team members learn the “art of focus.” Once you start talking about focus it will help team members to assess daily activities. Focus leads to constant assessment and helps drive the right activities to produce the best results.
  7. “Take time for planning.” It should be a daily habit. What is planning?
    • It defines what and how you want the future to look.
    • Planning gives purpose and direction to an organization.
    • Planning identifies the changes that are needed short-term to succeed long-term.
    • Planning is a mindset that constantly determines “next steps” that lead to desired results.
    • Planning should start with the creation of a broad framework or concept. (Describe the desired future, action steps that are needed and desired results.)
    • Short-term decisions that are a part of a long-term vision ensure forward progress.
    • “If you use planning skills, you’ll become a visionary leader.”

        8.    What is vision?

    • Look far ahead. The future announces itself from a great distance. Don’t get caught in the clutter and business of today, but truly seek to perceive what lies ahead.
    • In a healthy organization, vision resides in the hearts of the people. Vision that is revolutionary and energizing is shared; it is collective.
    • Vision should result in freedom. It should free individuals to pursue individual and corporate dreams.
    • Vision is more than an image of the future. It is a future reality that can be shaped to meet dreams and expectations.
    • Vision is having faith. It is having hope. It is being optimistic and positive. It is future-oriented. It is direction. It is also much more than an attitude; it is action. Vision stimulates activity. It builds. It grows. It energizes. It bonds people together intellectually and emotionally for common pursuits.
    • Vision takes courage, initiative, and a desire to make a difference and to impact society in a new way.
    • Vision changes the status quo. It alters the current way of doing things. It prepares the way for an organization to become more vibrant, more quality oriented, more consumer oriented, more effective and more efficient.