If you are not the organizer of typically holiday events: training camps, festivals, concerts, and your professional activity focus on the organization of educational conferences, workshops or training courses, probably the rhythm of your work begins to slow down. The madness of hours spent on the phone with simultaneously writing e-mails is slowly passing by. The dog days are approaching. For some of us this is the quietest and the slowest period of the year. It’s time for a well-earned holiday. Some of us are already wading through the waters of lakes or seas (or oceans), some are about to go to the mountains, some are packing their suitcases and are ready for a dream vacation. Now it’s not the time for hard work, but it is a great opportunity to reconsider your strategy. The slowdown in the daily run is a great chance to think about whether the chosen development path is appropriate, whether it is worth making adjustments, or can take a completely new direction of strategic development.
What is a strategy?
The word “strategy” derives from ancient Greece, where it meant the art of command. This kind of art is very similar to managing. Both activities are to lead to the implementation of the designated goal. Both of them also mean an effort to develop methods, bringing us closer to achieving specific results using available resources.
Do I need a strategy?
Many companies operate without formulating strategy, some of them are successful. So, do everyone need a strategy? Do you need a strategy? Yes, if you want to get to the place you’re heading, without wandering unnecessarily along the route. By developing a strategy, you’ll arm yourself with a map and a compass in one – you’ll give yourself a chance to get at your destination without going astray.
Where am I headed?
This is the fundamental question, without which it is impossible to formulate an appropriate organizational development strategy. Ask yourself:
- Where would I want the organization to be in 5 years?
- How do I intend to get there?
- What am I doing today in this direction?
- What can I do in the future?
- What should not I do (and I still do)?
- What can limit me?
By answering these questions, you create the foundations of a strategy. They will also determine how you can combine resources, skills and organizational competencies to gain a competitive advantage. A clearly formulated strategy allows you to stay on the route, determining everyday activities to support the organization’s development in the right direction.
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The strategy is the consciously intended course of action or a guideline indicating the course of action. As such, it has two basic characteristics: it is created before making specific decisions, and its development is the result of conscious and deliberate thinking. The summertime is a great time for reflection on this subject: the crazy pace of work in the training industry gets slowed down, so you don’t have to make decisions “on yesterday” and there is also space for thoughts on the development of the organization. So whether on a sun lounger or during a walk on a mountain trail, on a kayak, yacht, in the saddle – take advantage of this moment to relax and, at the same time, create a map outline for success. Good luck!