Strategic Planning Sessions

Over the past 30 years, I have been involved in strategic planning sessions on both sides of “the table,” as an independent facilitator and as an executive. Effective strategic planning involves three distinct phases: before the meeting, during the meeting, and after the meeting. I would like to offer some advice for all three phases


Before the Meeting

I disagree with most of the strategic planning literature that emphasizes the importance of the independent consultant having facilitation skills during the meeting. Facilitation skills during the meeting are important, of course, but they are easily learned (read chapter 3 of my book “Strategic Organizational Change”).

In my opinion, the facilitator (typically an independent consultant, like me) earns most of his or her fee before the meeting begins. Simply putting bright people in a room does not necessarily lead to valuable strategic planning session. Hard work is required before the meeting.

The facilitator must work with the leadership team to establish objectives and a timeframe before the meeting begins. It is not possible, or desirable, to discuss “everything” during the meeting; it is critical to determine the important issues to be discussed. Also, there should be general consensus as to the timeframe being discussed: one year, three years, five years, or ten years.

Identifying the right people to invite to the strategic planning session is an essential task. Keep in mind, decisions are best made by small groups. Getting input from large numbers of people (through interviews or questionnaires) should be done before the meeting. The strategic planning meeting should not become a “town hall meeting.”

It is typically advantageous to plan for more than one meeting. The break between meetings allows the leadership team members to take results back to their departments, divisions, or stakeholders. This time to reflect and gather additional data is quite valuable.

During the Meeting

The facilitator must monitor the quality, as well as the quantity, of participation; each meeting will have unspoken political and emotional issues. The facilitator must be willing to serve as devil’s advocate, or as the voice for minority or unpopular alternatives.

I typically coach the “owner” of the meeting (e.g., CEO or senior executive) on initial behavior during the meeting. It’s important for the senior leader to downplay his or her authority during the beginning of any discussion. I often use a round-robin technique in which everybody expresses his/her opinion before the senior leader gets an opportunity to speak.

Throughout the discussions, the facilitator should remind the group about the agreed-upon objectives and timeframe. It is critical for the facilitator to question assumptions throughout the discussions, no matter how widely held they are.


After the Meeting

The difficult task of implementation begins after the meeting. The facilitator should be retained to help keep the agreed-upon initiatives on track. A few scheduled phone calls (conference and/or individual) may be all the facilitator needs to do to add value to implementation process.

Assuming that there was leadership team commitment on roles, responsibilities, metrics, and reporting during the meeting, implementation of the plan has a high possibility of success. If significant change interventions must be implemented, it will be necessary to hire a change process consultant (possibly someone other than the strategic planning facilitator).


To read more about strategic planning and organizational change purchase a copy of my book, “Strategic Organizational Change,” on my website www.mikebeitler.com at a 25% discount off of the list price. Please feel free to send me your questions, comments, and suggestions for future articles anytime.