Leading the Strategic Planning Process - Club Managers ...

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138 Chapter 4Exhibit 4 (continued)___ 14. The strategic plan plays a major part in prioritizing and allocating capitalduring normal capital budgeting (for furniture, fixtures, and equipment).___ 15. The strategic plan plays a major part in prioritizing and allocating capitalduring project capital budgeting (for major renovations).___ 16. Any goals that are created relate to the strategic plan.___ 17. All goals are SMART—specific, measurable, acceptable, realistic, andtime-bound—and thus, complete.___ 18. Goals are all written in specific terms by including answers to the followingquestions: Who? What? Where? When? Why? How? Who cares?___ 19. Reporting includes brief descriptions to help set the tone of the report—whether positive or negative—and quantifies those descriptions withobjective measurements.___ 20. Objective, informal evaluation of employees is conducted in the employees’workspaces throughout the club at least monthly and includesinformal, objective updates on accomplishment of strategic initiatives.___ 21. Formal evaluation of employees is conducted in private with all employeesindividually throughout the club at least semi-annually and includesformal, objective measures.___ 22. Accomplishment of strategic initiatives is described during the formalevaluation process and includes quantifiable, objective measurement.___ 23. Quantifiable variance analysis meetings with department heads arefacilitated by the GM/COO on a monthly (or periodic), quarterly, semiannual,and annual basis.___ 24. All managerial employees participate in an objective incentive bonusprogram based on financial management, service management, andachievement of strategic initiatives that can be explained clearly byeach participant within 30 seconds.___ 25. All club employees participate in an objective incentive bonus programbased on financial management, service management, and achievementof strategic initiatives that can be explained clearly by each participantwithin 30 seconds.___Total ScoreTo obtain the total score, add your ratings for questions 1–25.
Exhibit 4(continued)Leading the Strategic Planning Process 139Interpreting the ScorePlease refer to the ranges listed below to help explain the club’s current score.ScoreExplanation0–20 Grade: F to C- Ribbon: ParticipantSome focus on the strategic plan, but operations and short-term, nonintegratedthinking dominate. Few to no formal programs exist to helpfoster a commitment to the strategic plan as the foundational element ofthe club.Outlook: The board members and club managers have a tremendousopportunity to create a strategic infrastructure and culture.21–30 Grade: C to B Ribbon: GreenSome strategic focus, but few operations are tied to measurableoutcomes. Accomplishment of strategic initiatives is occasionallydiscussed. Few programs exist to help support a commitment to thestrategic plan.Outlook: The club’s board and management team have a uniqueopportunity to create an integrated, strategic infrastructure and culture.31–40 Grade: B+ to A- Ribbon: RedA strategic focus is expected and fostered. Operations are tied tomeasurable outcomes and accomplish strategic initiatives, but may fallshort at times. Many programs exist to help support a commitment tothe strategic plan.Outlook: The board and management team have a solid plan in placeand have a superb opportunity to further integrate a strategic infrastructureand culture.41–50 Grade: A to A+ Ribbon: BlueA strategic focus is expected, fostered, and tied to measurable resultsand the accomplishment of strategic initiatives. Occasional discontinuityis tested against the strategic plan. Fully integrated programs supportthe strategic plan.Outlook: The board and management team have an excellent plan inplace and have a unique opportunity to inch this club further toward aworld-class, strategy-based infrastructure and culture.
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