Launch and Scale Your Business - Strategic Planning 101 | The Good Hustle | Skillshare

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Launch and Scale Your Business - Strategic Planning 101

teacher avatar The Good Hustle, Teacher, Coach, Trainer

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

10 Lessons (53m)
    • 1. Welcome! Class Overview

    • 2. Defining Now & the Future

    • 3. Current Reality Planning

    • 4. Future Vision Planning

    • 5. Getting Concise & Clear- Current Reality

    • 6. Getting Concise & Clear- Vision

    • 7. Prioritizing

    • 8. Making it Actionable

    • 9. Sharing Your Plan Getting Perspective

    • 10. Wrap up

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About This Class

Strategic Planning is essential to any business whether it’s just 1 employee or 100! Are you trying to figure out where to go next in your business? Are you not sure how to ensure you’re focused on the right things? Tracking the right information and setting the right goals? How do you know if you’re being successful or address areas where you feel stuck?  

Strategic planning can help you to do all of this and plan for today and the future. Join me to learn how I’ve outlined strategic working plans for departments and businesses to ensure they are on track and growing.

In this class you will learn:

1-how to succinctly map out your current business reality and future vision

2-create strategic plan

3-share with team and benchmark

I’ll share a planning tool to get you organized and ready to lead your strategic planning when you leave this class.

No prior knowledge required. A good fit for anyone looking to sustain and scale their work!

No software required.

Meet Your Teacher

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The Good Hustle

Teacher, Coach, Trainer


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1. Welcome! Class Overview: everyone. Do you hear of the good hustle? Welcome to strategic planning. I'm really excited to share this class with you. I actually just finished our strategic planning in the department that I just took over about a year ago. So we just did our second round, which was really fun to dio. Still this class, whether you're a freelancer or have a team of 100 or you're running a department, a project, you doing your own, start up your own thing, the classes for you. Um, if you want to figure out what's going on right now in the work, what's working, what's not. And if you want to take some time to really vision and make sure you're drawing up that map to get you to the end goal in this class is absolutely for you. So I'm gonna be sharing with you a simple way to go through the process, to start wrangling all those ideas and really starting to understand where those sticky parts are, where the total like high five thumbs up things that are moving on and then really thinking about what's in the future where you kind of vision, the work going and I think the ultimate goal here in this class is to really think about this process is something that is going to change the culture of how you do work. Either you as a solo entrepreneur, freelancer or you as a team. So that's really important. So in class, I'm going to share the process with you. We're gonna break down our current reality. We're going to spend some time visioning. We're gonna really go through each of those simply figuring out, like I just said, what's working and what's not also assets and leverage points that are really going to get you to that end goal pie in the sky vision species. And I'm going to spend some time in the class walking you through some ways that I've done this process and then also shared it out with a team with colleagues and partners, which was really critical because if you don't think about this planning process is something that should involve other individuals and you're totally gonna forget about those blind spots, right, there's no way to they're blind spots for a reason. So there's no way to know them unless you have more eyeballs on the work. So I'm going to share with you a process for bringing this to a team. Or if you're a freelancer entrepreneur, how to share this out with other trusted partners that you can really get the 3 60 view that you need Teoh to be successful so no prior experience needed. I hope that you'll find this a quite simplified process, but really get you to where you want to be again. This is a process that I have been using throughout my career in multiple sectors and start ups and non profit in government etcetera. So I really hope that you will find this to make that headache of a process of what's going on, what's working. But we have to be here. Hopefully this will set Seaview, uh, the Tylenol or Advil And, um, we'll go ahead and walk you through. So I'm excited. Get started. Let's go 2. Defining Now & the Future: Okay, let's jump in and start figuring out the 1st 2 categories of our planning now and the future. So now is our current reality. Future is our vision now in future. And let's talk a little bit about what does that mean? So there three key elements of your current reality, and they include the following. So areas off one moment to stickiness. And three, what's our quicksand? Okay, let's talk about each of these momentum. That's probably pretty clear rate. So those are the areas where we feel like things are moving, moving along. Um, what about our stickiness? Sticking is, or places where something is stuck, right? Maybe something you haven't been able to address, but feels a little bit like we're not moving or we need to be. And quicksand is the space where were absolutely just losing resource is so rates like to be money it three times. Uh, it could just be completely our motivation. Right. So I'm gonna put a heart here because they feel like our heart is where motivation comes. So those are three elements of now or our current reality. Now let's talk about our future. I have a son out here just for fun. Um, I like to talk about future. Is pie in the sky so really thinking about what is our vision for our future rate. And they go hand in hand here, right? You can't have one without the other, so they're definitely linked. So in terms of our future, where we headed, there are three main elements here as well. So one is it. Think about success defining success. The next one is really thinking about what are the foreseeable obstacles. Right. So they're kind of like stop signs. We'll see if I could give you a stop sign here or, you know, that, like no entry side. Yeah, those, um and then the third, our third area for our future or vision is really understanding what our current leverage points and assets are. So when I speak about current leverage, points and assets, I'm asking you what is really working for you, for us as a team for the work and moving us forward and this mate sound kind of similar to momentum. But I intentionally think about them in two different areas because it's really interesting when you start to change the frame and how you're asking that question in terms of now, what's working in future? You're thinking about your current leverage, points and assets. You might actually come up with a totally different list, so I feel it's really important to be thinking about them in two separate ways. Current reality context and the future. So now that we understand what we're going to be starting with to take all of the craziness that is thinking through planning for our business now and in the future thank you about scaling, hitting the mark, etcetera. Now have you got are simplified list here. We're gonna go through each of thumb and start mapping it out. 3. Current Reality Planning: Okay, now let's delve a little bit deeper into the now or your current reality. So let's just recap of the three areas that we're gonna dove into with us. So the first is momentum. What is moving? Our second is stickiness. So these were pleases or it's getting a little, well, hard to get from A to B. And then what is there quicksand? And as a recap by quicksand, we're just it's turning into this crazy black hole or losing time, etcetera. OK, so let me share some examples that I came up with when we were doing this process a few months back. So in terms of momentum, there were two key things that we had listed here. One was our fan beasts. We have people who wanted Teoh work with us, share out the work who are really truly ambassadors, and we're buying our product. So that was strong. We weren't starting from ground zero and building out a whole network. The second was our brand recognition. People really knew who you are and what we're doing, so that was a huge plus for us. Those were too great areas. We had momentum. People knew who we were. So if you put something out with our organization on it in our department, people knew the NBC's people wanted to work with us. People wanted a partner. People wanted to buy the product. Great. So how about stickiness? So we're playing a little A lot of stickiness in our overall operating model. Okay, that's kind of like a wonky ish word, right? So what do we really mean by that workflow? So we're getting stock a bunch in not really understanding why we're doing things the way we were and really starting to examine if we have the best, most efficient way for work to flow. So that became our sticky point. And then what about our quicksand are quicksand? We were totally losing time was around the deluge of outside request. So this is constantly, constantly control phone. I would do it because they often came in that way, but it's also email. So in this area, we just had an absolute in scene number of individuals who are reaching out to us. It was great in the sense that people wanted to work with us partner fund, different projects and new products, etcetera or just get more information. However, it was something where which probably was back to this ray operation operating model of the work. Flows were really having a lot of issues because it was just taking up so much time like there's no dedicated engagement time in our schedule is a team. It was just whenever they came in and they would just keep coming in and someone could spend an entire day just just doing this rate. So, in summary, this is the current reality. Or was our current reality are now? We have a momentum. Points are fan bees. People knew us our brand recognition. Again. People knew who are stickiness. Having trouble getting from A to B really found out that was in our workflow and how we're processing any of the things that we're doing. Quicksand outside request Just too many to handle. So there's are now might start brings me a little bit if you want toe, grab a piece of paper and start thinking through. Okay, so that's going to start doing this. I think right off the bat, absolutely like this would be a momentum area momentum. This is definitely sticky. Nestle not totally a right flying yet, but we're kind of in the yellow. It's kind of a hazard zone. And quicksand is definitely like red flags own. Um, we are just not moving things. So those are your three? 4. Future Vision Planning: awesome. Let's move on to future. I like to call it pie in the sky. Okay. See that yet? Or vision? Okay, so three areas in our future to find success. Where are obstacles? What? Our assets. All right, so let's get some examples here from my work. So when we as a team went together, met and came together to find success something areas we thought for future success would really mean that we had to remind our operations. It's that we increased access. And by that Emily increased Louise for people to get our product and content, and we definitely needed to. In our vision, prima's guy increased revenue. Some of the obstacles that we saw we're of picture or we call her the precedent. That was kind of set again. Spells. Um, and that was really that, um, we would continue to always do the same thing. There are a lot of folks in that prior in the prior section where you talked about current reality there a lot of folks who were part of the work for a very long time, and, um, this gets to the second obstacle, had a bit of distrust of anything that was new. So that was a major obstacle for us to really get people comfortable with some of the ways we wanted to shift the work that was actually going to better serve them. Even though initially there might be some question, because again, distrust of the new on also part of that culture is we talked about in, um, some of that quicksand speeds with the current reality. Really, this whole idea of, um, like the concierge service, etcetera, which was really difficult for upkeep. So that was part of the culture and precedent. Um, outside of just doing the same thing, which is the distrust of new and then what were assets? So we realize you are assets were were totally in demand. Folks were coming to us to learn about our product in our model. And we're constantly getting new clients, new partnerships. So back to that deluge, one of those areas that ended up being quicksand, which was just the level of individuals were coming through our door, was actually an asset again if we could figure out how to make that work for us. So okay. In summary, we have our future, our vision I like it to be pie in this guy. So define success when our obstacles what our assets or our leverage points. And here are some examples. So as you saw my examples here, just like we did with the current reality now, some time to just think jot down a couple ideas what you might think would fit into these three areas. So happy brainstorming. 5. Getting Concise & Clear- Current Reality : Okay, so this might look really familiar. No, you're in the next class. You didn't somehow go back to the beginning. So part of this process in really outlining these two areas and then each of the three bullet points under each the now and your vision is really thinking about being both concise and clear. So being concise in clear of the stepping stones to collaboration. So being able to share this out with anyone, you should really be able to pick this up and be ableto I understand it clearly even if you maybe were in the room. So let's look at what I wrote down here. I'm not see if we have any room to really think through this a bit more clearly. Tweak similar language, etcetera. OK, so let's start with fan bees. I know he's in momentum. Yes, B and B's, but I'd offer let's see strong, strong fan bees. Okay, that's clear. Now everyone knows. Great. Okay, then what about I think brand recognition, that's that's pretty clear. So we're going on No one in terms of stickiness again operating model. We kind of define it here with the workflow, So I think we're good here. Okay? And then what about our quicksand? So we just wrote outside requests. But to get a little bit clearer on what's really going on, I would actually suggest that we add managing managing outside request. So we have strong fan beasts, and brand recognition is part of our momentum in terms of stickiness are operating my own or workflow quicksand, the managing outside request. So I know that sounds silly. Maybe to some and really simple, but taking that time to just add a couple additional words or tweaking the language that is really going to be, as I said, the stepping stones to being able to collaborate with others on this so that you create a clear language around it. Okay, so if you had brainstormed in the previous lesson and thought through what might be in these areas, I would ask you to go back and see if there's any areas where you might want to tweak the language a little bit to get a little bit, were clear, a little bit more concise 6. Getting Concise & Clear- Vision: okay, back to our future, Going to do the same exact thing here. So let's see if we can get a little bit clearer on what's in these categories, just like we did with our current reality. So in terms of defining success, I think that we could get a little clearer on what we mean in terms of, um, I mean, true might operations. That's that's clear. Right? Um, increase access. Well, I don't really know what that means. If you weren't in the room with me, I would maybe not know what exactly you meant. So I'm gonna suggest we kind of scratch this all together. And how about we try hosting More firms are offering more than two events a year because this room, because I cross out hosting because it might honestly be a an event, right? And I don't know, so offering something, we just know it's gonna offering more than the two events that we currently were sharing with our clients and then increase revenue. I think we could Yes, of course, we get that. But way took a little bit further. So, Ari, let's actually make this into increase sponsorship and revenue streams. see how that got so much clearer. Like Okay, Like I could write a plan for that or see increase revenue. That could mean a bazillion things. But we really focused in on what we thought we might want to do in the space, right? Okay. And in terms of the obstacles, the cultural culture and precedent, I didn't really tweak that one. I think that was pretty clear. Um, but I guess we could add this one. We could add a precedent of Kansi Errors Services. Yes, I know. On video, I try and spell OK s spell things correctly and the distress of new. We left that one as well. But we could actually distrust of new, um, products offerings because that's really what the distrust was about. And then our assets yet were in demand new clients. That is clear. So if you had brains from the prior lesson in terms of your future vision pie in the sky, go through and see if there's any way that you can think through how to be a bit more concise and clear And what your seeming I know we added additional words here, but each one has value outside of just the original piece that we wrote. Okay, so look at your list. See what you have and go back through an edit of it. 7. Prioritizing: Okay, So now that we've outlined our current reality are now and her future or our vision, I'm sure you're gonna say, OK, I've got many list many, many things that are listed. I know we went through. We were fine language, etcetera. But now it's time to really figure out. How do we make this actionable? We've got a huge list of things. So here's what we're going to dio. So going back to our now our current reality, you'll notice here that I wrote down stickiness in quicksand. So there's place some familiar and then from our future or vision. I wrote down obstacles. These are all similar because these are all places where we've identified. But there's something that's not working. There's something that's in the way of us achieving our vision and our goals. That's why these three are listed here. And just as a reminder, I know that these two fit in our current reality and obstacles were in our future, and they seem similar, which they are, and back to the whole idea of contact setting. So it's very interesting to see how people will respond based on what's going on now what people see as obstacles in the future, so there could be similar things here. But I like to ask that question in both contact. So for both current and future, So let's just recap really quickly and let's look and see. Um, actually, let's go back to what we had before So let's go back to the now and the current reality. And let's look just that these two columns. So we've got stickiness, which it was our operating model. We decided workflow was a good way to go about that one are tiny melon and then we had quicksand, which WAAS managing outside requests. So those air to that we're going to transfer over. So we have We have our workflow. We also have managing outside. Okay, so those were the police is from current reality that we identified where areas where things were not moving. OK, so now let's go back and let's look at what we said for future. Okay, so this should look familiar with our little mark ups here to get a little bit more clear. So we're really looking at just this column. The obstacles and are obstacles were the current culture which was around this expectation of concierge services, and then a distrust of the new, which we clarified and said distrust of new products or offerings. So let's add those to our list. We have concierge culture, and then we have distrust of new products and offerings. So just to clarify here for a second, I'm sure that your list is going to be much longer. And that's totally okay. And I expect that when I did this with my team, we had entire huge sticky note on the wall that was covered with items. So that's normal. That's good. I say I'm a big fan of ideation, So go ahead. Probably ideas out there, and then we can call through them. So All right, you might have noticed that I also have, um, three little circles up here at the top. So this is supposed to represent red? Uh, this is yellow. This is green. It's supposed to make a stop. I mean, a stop later. Traffic late. Um, we just want pastel, but you get the point. So thes air gonna be this is gonna be the tactic which we're going to go ahead and start with that big list that you might have start thinking through how we make our plan actionable. So I love the red Li Ili Green light system. If you taken so my other classes, you like the project tracking, etcetera. Um, you've probably heard me talk about this before. It's just one of my favorite favorite tools. So let's go over what this means really quickly. So it's just like a stop side. So red means something is completely stock, not moving, um, or just total total mess. OK, then we've got yellow. Yellow is just like a What would you do? Yellow light? You start to slow down. So it's where some things kind of slow down. Um, not necessarily moving. And then we have green and greed has got right things that are moving. So we're gonna actually take this list. We're going to go through and figure out how you would categorize the things that are on are less here, so and most of them are probably going to end up being reds and yellows. So we'll just be clear about that. Okay, so let's start with things that we think are red. So in our process, we definitely thought was a ride waas, um, managing outside requests because it was just something that we it was completely halting work. So this ended up being a red in addition was workflow because, honestly, we understood if we didn't address this, this was a pain point. Absolute pain points. So this turned into a red. Then we were looking at the other options here on the concierge culture. Yes, something we need to address. But these items needed to be addressed first. We definitely so they were pain points. So this is kind of ah, moment. But it wasn't something where things were completely stuck. It was just a culture shift that need to be made to This was a yellow or orange for us, right? Also could do this is heat right, warmth, levels to gold, and then our distrust of new products and offerings. So that was a little tricky for us, but we decided we're trying to go through, and we voted on these, by the way. So everyone got to put their stickies up next to it and vote and see what color things were . We decided this was an orange for us as well. Or yellow. Okay, so then what happened was we were able to prioritize. So these two items were a priority on her list. Thes who were to come next. And this turned into an actual plan. I looked a little something like this. So way actually take this up is really nice chart that we had became a living document for us. But we began to say OK, so if it's workflow managing outside requests. So workflow for us was operations. We started to name the type of work sweet operations we had, um, client managements. And then we actually felt like the other to which, where the concierge culture and the distress of products kind of felt also into some of the way that we're telling the story. So this also became an engagement strategy. So this engagement was which also fit a bit into our coms. This is just how we did our buckets of work, but it's totally I mean, this could easily be something that's operations. And then managing the outside request could also fall into operations or client management . So actually, for ease, we could do like this. We'll go ahead and in and add it. Teoh operations and we'll have the other two to engagement incomes. So just to make it easier. So then we wrote what was the activity for the task. And so we've got workflow. We said, define work flows. We want to get actionable. Here's your action word. We already had one here for manage outside requests. And the other two we had, um, redefine expectation. And then we had retail story. This is what we came up with for in terms of the distress of new products and offering. So we're gonna have to think of ways to retell a story around new things. So I think you're probably just begin to see here how this was starting to turn into our teams work plan. So from here, what we ended up doing was then we went from here. We added our colors so that we knew what we were working with, and so we could always be looking at it and no. Okay, right. So these are our reds, etcetera. These are yellows, Orange. In this case, are worms that totally hot as in not working on Ben from there, we also assigned roles and timelines so and again, I'm just simplifying this. And then this turned into making our plan actionable. So just in summary to quickly review, we took all the spots where things weren't working, weren't moving. So a stickiness in quicksand and obstacles. These two coming from our current reality, this coming from our future, really our future reality or vision. And then we went through a name. What they were. We went through the ride yellow green light system and decided on priority. Then we figured out what type of work each of these were. We meet our buckets, we added our actual task. And then we added rules in a timeline. And that, my friends, is how we turn this work into an actionable plan. So I encourage you now to go through. If you've run out. What was your stickiness, your quicksand? Your obstacles Go ahead and start going through this process and then figuring out the red yellows and greens. It is kind of interesting to do it on your own. If you are the solo entrepreneur, if you're in a team, it's great to facilitate. This process is well, and then from there, just set up your easy table so type of work activity in task add roles so people feel ownership toe what there should be doing. And then the timeline 8. Making it Actionable: Okay, so let's take a moment and talk a little bit about action. So a plan is only as good as how actionable it is. You could have a beautiful plan running up, but if you don't know how you're going to implement it and who's doing what, maybe you might as well just throw it away. Okay, so let's get started. I've got my colored markers out love color, coordinating things, okay, or color coding Syria to see a bunch of stuff on the page here. So you come out of this meeting or the conversations that you may have had on the phone and you start to think through. OK, so now what we have are different categories and the current reality, we have the ideas in terms off the vision and have those categories foot out. So so now what? So now we look at what came up right? So in part of that deep grieving process, and this is a facilitation techniques you can use, you don't have to be an expert trainer to do it. Once you come up with the things of different categories, you debrief and everyone decides on them you can go through and prioritize. And I would suggest you pick about two in each of the categories and then you streamline one more time from there. And so this is the list that we came up with in doing that process, and it was really based on priority what we really felt like we were gonna need to address . So we came out with new partner intake, rewrite job descriptions, update our contracting, develop a new product or products I should say. And we need a new engagement story, um, and narrative. So you might notice there's some colors here, so the first thing to do is inside. Okay, So what type of work are all of these? They're all gonna be different. So these are three. We came up with operating content or product strategy or creation and then marketing. So you'll see here we color coordinated. So new partner intake, rewriting job descriptions and updating, contracting those all are are operating. And then in terms off our content or products strategy that's developing the new products and then marketing. That was our new narrative. We needed to do so. Then these would all end up filling in town here so we'd be writing all our individual pieces here. So the main buckets of work that's these let me is a different color. They go here and then to give you an example, we would say operating. And then we would list these three items so the new partner etcetera, etcetera, and then we would write the content. And then the next piece of this is really thinking through, uh, talking about status. So that will come back and what we're gonna talk about in the next section, which is really around behaviour on track. So notes and rolls. Then, from that prior exercise, we did around really understanding what people strengths for. Then we started to assign roles. So for each item that was in here, everyone knew who was gonna have a part in making this move. So it might seem very simplified. But I think the keys to really thinking through how to make your plan actionable is making sure that you debrief as I described in the beginning. So going through what you ended up with in all the categories and then really trying to understand which are the things that our priority areas and then do it a second time. Um, then you come up with your list, decide what type of work it is, police it, then into the mean buckets of work and outlined the mouth. We'll get to status and then define who is then responsible or having a role in each of them. Okay, so getting to status, this gets into some of your work plan, Uh, benchmarking timeline, etcetera. So, statuses. I like to keep this in the team meetings heading so that we're always revisiting it on a weekly basis Again, this should be living. So status would be where you're marking. Okay, So are we on track are not on track. So this is just a simple way to really move from the idea stage of all of the things into priority prioritization. This is what needs to happen, and then moving it toe action, assigning it to humans or to yourself. We could talk about that in terms of, um, you probably more of time lining that out. Or you might realize that you need other staff s. So if you have a little extra cushion, you might want to be investing in a consultant per se to take on X Y z. So that is how we think about not just writing a plan but making it making it actionable. 9. Sharing Your Plan Getting Perspective: Okay, so now that we know the landscape of what we're looking to plan, we've gone through our list and really focused in on what's important to share in each of them. Now I'm gonna show an example of how you can move to collaborating. So collaborating really means you're creating a plan with perspective. That's huge. I'm gonna write that down because it's so important. Okay, so what dio I mean about perspective? What is this? OK, so it's exactly this. Those were supposed be eyeballs. Okay, So if you even let's say that you are an entrepreneur, your soul entrepreneur, that's okay. Let's see, you've got a huge team. That's great, too. So really, in bringing what you've outlined to another group, you get more eyeballs on it, literally, which means you gain perspective. So you really have an opportunity to understand what your blind spots are. You really have an opportunity to see where you might have missed an amazing asset that you just Oh, like you just totally took for granted. Didn't even realize or you might also here. Yeah, So what you thinks where you think work and things were getting stuck, you won't have someone else? A. Actually, I don't think that's it. I think it's this. So it's an amazing opportunity. And I really wouldn't recommend doing anything that I have outlined in this class all by yourself, without building into your plan and your strategy. Time to connect with others who know you and know the work. So let's talk about a scenario. If your solo totally fine, why don't you talk to the partners in those around you who might be connected in terms of it could be someone who's a buyer. It could be someone who's on the team who might be, um, consulting with you to do some of the marketing, etcetera. Just start thinking about who is it who's in the safe network to be really having these authentic conversations around your current reality, what's really working and what's not, and also to have some other thoughts around where they see the work going. Next is someone who's involved in some way, then it. If you're on a team, then this process might be helpful for you as well as we think through. One agenda can look like to do this. Obviously you know who your people are so you don't have to create a list. But either way, whether you're one or 100 here's an example of how you might start thinking about the collaboration process. So I actually wanna share here how I built an agenda around collaborating on this business . Strategic planning, OK, and you'll notice here that I like to make it fun. This is my personal facilitation style. So Okay, one let's get hyped. And I do mean that, um, s o that's just a brief welcome, right? So just tell people whether they're why are we here? And you're kind of getting a little glimpse into some of the coursework I share around agenda building and facilitation if you've taken that class. All right, so five minutes. Yes. That's so key. Please make sure you put how much time so people know what the expectation is. All right, then what do we dio? So we took a slice of reality. I know. I really like that. I must really love pizza. So slice of reality. So this is where we combined the process we use actually a timeline and we to find our current reality. And our vision hoops is what happens when you do live video, and that was about about an hour and 1/2 or so. So it's felt 90 minutes. It was broken up into different sections, but was really nice about this and might be useful for you when you're thinking about sharing this out is to, um, you can share it out via the categories. You could take those up, etcetera. But it was really nice to think through a calendar year and begin to think about the current realities. Sometimes is easy to start with. Okay, I just know we have events. Here's what's going on and just like people get comfortable with thinking about the work and then asking them to drill down and say OK, so back to the current reality, Let's talk about to be somewhat we have up here and the work that we're seeing sometimes people really need to see their work outlined seeing okay, so now based on that, where are areas where we have momentum? Where the areas where were we got some stickiness where the areas where we've got total quicksand, It's like a black hole. And then we did the same thing with vision, where underneath all of that. We then started to outline. Okay? What is the vision? Where? What does success mean? We're obstacles. What? Our assets. Okay, so we did that process, and then we took some extra time and really went back. I called this. Oh, sorry. Actually, I skipped a step. Then we took a break from this. I promise we give people food, and then we called this go team, and we come took a step back from the work. So it's not to get our brains completely worn out and just thinking in this space, because this is this is a lot of there's a lot of work to be in this space and started to think about our individual contributions. So this really was about defining roles. I'm putting this in parentheses because really, how we got to this was I asked everyone to list their top their top two, And what remember that were their top two skills. And then I asked them to list their up and coming, which were the skills that they had, but maybe one to work on a little bit more. And the reason why I did it this way was because also, I was new to the team and I wanted to understand. But it also helps people situate themselves in the work. And for the what we were doing, which part of it we knew was gonna be defining roles? This was a creative way of getting there and having people self identify with their expertise and other skills that they're bringing to the table. So we did that next. Then, like people Pierce even see. Then we moved onto aiming for high fives. And so that was really where we came back to here, to this part. And we revisited part of what we're doing in the vision, but went deeper and really made sure we're on the same page around the finding success and let me share here. So this is about another 60 minutes to do the role go team part, and then it of finding success. We did about 45 minutes. I think it's important to share this, so you really know how long the process could take. This was a shortened version, and we had done a little bit of pre work. But I think this is, um, a true representation of how much time it would take Now, granted, if you're going, if you're solo and you're gonna be reaching out to partners to do this, then really you might think of this on and a shortened form. Maybe it's a phone call. That's definitely an option. And you then would probably want your information on one sheet of paper, just like I had outlined the current reality and the future vision. And you probably want to go back through and kind of walk people through each and start asking them the questions. So, um, that's just another option there. So then what else? We have aiming for high fives. And then we did action planning. So where we headed? So for my team, this meant let's move to action. So action steps. And that was an initial just 15 minutes. Why is it just 15 minutes? Cause we started toe really debrief from what we came out in each of these areas, what we came out with and then really thinking through, Okay, now we've done this to find success. Where do we start thinking these pieces might fit in our world's great ties back to this? The defining roles and Then, of course, we took a very long break. We did a walk and talk, as I call it, um, just to connect with one another and really take a step back from the work and get some some room to think. So this is just one example that you could do. I just give you another in terms of actually using what you road out and bring it into a phone conversation. But either way, just going to reiterate this collaborating who you can't see a collaborating equals perspective. It's so important that you don't create it something like this in a vacuum. You won't create a culture around this work, and it won't be something that's organic and continually moving with you as your work moves . So that is your collaborating agenda. 10. Wrap up : Okay, so now that we've gone through the whole course, I want to share a couple of things for you to keep in mind. So first, there's a difference between working versus working with a purpose, which is the entire reason why you just walk through this class with me and even decided to work on a plan seconds. Collaboration equals a plan with perspective. And we went through some different ways. Whether you're a solo entrepreneur, freelancer or you've got a team or hold apartment behind you ways that you can go ahead and get that perspective dull to do this in a silo, it's really important that you involve other people because again like we talked about, you'll understand your blind spots because, hey, we can't We can all see all the things all right, next, concise and clear or what lead to collaboration. So that's what we spent some time going through it. We had written down and really thinking through if it made the most sense. And if there was a way to see him were clearly again, If you can stand alone in a room without you than your great okay, next, a plan is on Lee. As good is how actionable it is. Enter the red light yellow light green light or red orange um, green. So system so back to really understanding. It's great if you got all these lists of what's an obstacle? What's an asset, etcetera. But if you don't take the time to go through and figure out what are the priority areas, then back to the very beginning, when I said Let me see view the Advil or the Tylenol, you're just gonna have a total headache because there's going to be so many things to deal with. So really lean on that red light yellow green light system. I absolutely love it. I use it all the time. Okay, And then another suggestion. When we started the class we talked a little bit about why do this process and part of it was really to think about a culture shifts and make sure we're being purpose and results driven. So I really encourage you. You saw in the last session of the class that I shared a very simple table, and I think that simple could be better. Sometimes you get in the weeds and really the goal here is to make it a living document. I have an example that exact table that is at my desk and with all my team members, and we're actually in the next couple of weeks returning to it to revisit for the next year . And I really think it's important that if you make it something that's a living document, then it's something that is going to drive your culture shifts and really drive you towards both having a purpose in your work back to the top, working with purpose and also being results driven. So with that said, I hope that you enjoy the class. Please feel free to reach out with any questions. Thank you so much for taking the class. If you haven't checked it out, go check out my Learning Channel and maybe so the other classes that I have for you And thanks for joining the good Hustle