Strategic Planning Inspirational Quotes

Remember in the world of business, you keep your friends close but your enemies even closer.

Not planning enough is like preparing for failure even if you are extremely passionate about your idea.

When it comes to opportunities, timing is very important.

7 keys to getting more things done: 1 start 2 dont make excuses 3 celebrate small steps 4 ignore critics 5 be consistent 6 be open 7 stay positive

Learn to master your thoughts and watch closely what you deposit into your spirit. Speak over your life. Living in peace has transformative power.

Whenever I need to strategize and come up with a solid plan, I take a long walk. Nature has its way of providing us with answers, seemingly, out of thin air.

Every effective winning strategy is mapped out by focusing on the desired end goal.

You have everything within you to do great things in this world. Maybe, you are inspired to sing a song, write a book or poems, create art in various forms. Or you may decide to find a cure for disease, end world hunger, prevent abuse, or take a stand politically. The question is how to begin the process of fulfilling your vision. Start where you are and use the resources you have to build from there. Inspiration is what motivates you to achieve your remarkable ideas. Also it takes time and dedication to excel to the next level.

It only looks easy to the outsider. So if you want this thing called success, get ready to work hard. It won’t be easy and it isn’t guaranteed. But if you dream big and give it your all, it will be worth it.

Unforgiveness is a strategic "design," craftily implemented by you enemy to "outwit" you, to cripple your effectiveness in prayer and your power to stand against him victoriously. Which is why, if I were your enemy, I would do everything possible to keep you from forgiving anyone and everyone who's done you any wrong.

Just as warfare has often served as inspiration for wargames, so wargames can be, and often have been, played not just by amateurs (from the Latin amatores, lovers) for their own sake but by the military for training, planning, and preparation too. To the extent that they allow and force players to strategize, indeed, they are not merely the best form of training but the only available one.

There was never a doubt in my mind that I’d keep working toward stopping the destruction of our environment and wildlife that was spiraling out of control. There were so many triumphs that Steve had already worked so hard for. I sat down with Wes. “First, we’re going to work on everything Steve wanted to achieve,” I said. “Then we’ll move on to everything that we were collectively working toward. And finally, I want to continue with my own goals, in terms of our conservation work.” We strategized about the expansion of the zoo. I didn’t want to just maintain the zoo as it was, I wanted to follow Steve’s plans for the future. I felt that I was still having this wonderful, cheeky, competitive relationship with Steve. Wes and I took the stacks of plans, blueprints, and manila folders from Steve’s desk. I assembled them and laid them out on a conference table. “This was Steve’s plan for Australia Zoo over the next ten years,” I said. “I want to do it in five.” We would secure more land. I remember the first two acres we ever bought to enlarge the zoo, how Steve and I sat with our arms around each other, looking at the property next door and dreaming. Now we were negotiating for an additional five hundred acres of forestry land. This tract would join the existing zoo property with the five hundred acres of our conservation property, bringing our total to fifteen hundred acres at Australia Zoo. This winter we christened Steve’s Whale One, a whale-watching excursion boat that will realize another of his long-held dreams. He always wanted to expand the experience of the zoo to include whales. Steve’s Whale One is a way for people to see firsthand some of the most amazing creatures on earth. The humpbacks in Australian waters approach whale-watching boats with curiosity and openness. It is a delightful experience, and one that I am confident will work to help inspire people and end the inhumane practice of whaling.

Because of the constant media surveillance, I could not venture out to see the countless tributes that mourners laid down in front of the zoo. But all the items were collected and stored safely, and we now display a lovely memorial selection. The public response to Steve’s death would have overwhelmed him most of all--the kind thoughts, prayers, sympathy, and tears. I wasn’t facing this grief on my own. So many people from around the world were trying to come to terms with it as well. The process seemed particularly difficult for children who had not had the opportunity to experience the circle of life as Bindi had. I felt it was important to get a message out to them. When your hero dies, everything he stood for does not end. Everything he stood for must continue. There was never a doubt in my mind that I’d keep working toward stopping the destruction of our environment and wildlife that was spiraling out of control. There were so many triumphs that Steve had already worked so hard for. I sat down with Wes. “First, we’re going to work on everything Steve wanted to achieve,” I said. “Then we’ll move on to everything that we were collectively working toward. And finally, I want to continue with my own goals, in terms of our conservation work.” We strategized about the expansion of the zoo. I didn’t want to just maintain the zoo as it was, I wanted to follow Steve’s plans for the future. I felt that I was still having this wonderful, cheeky, competitive relationship with Steve. Wes and I took the stacks of plans, blueprints, and manila folders from Steve’s desk. I assembled them and laid them out on a conference table. “This was Steve’s plan for Australia Zoo over the next ten years,” I said. “I want to do it in five.” We would secure more land. I remember the first two acres we ever bought to enlarge the zoo, how Steve and I sat with our arms around each other, looking at the property next door and dreaming. Now we were negotiating for an additional five hundred acres of forestry land. This tract would join the existing zoo property with the five hundred acres of our conservation property, bringing our total to fifteen hundred acres at Australia Zoo. This winter we christened Steve’s Whale One, a whale-watching excursion boat that will realize another of his long-held dreams. He always wanted to expand the experience of the zoo to include whales. Steve’s Whale One is a way for people to see firsthand some of the most amazing creatures on earth. The humpbacks in Australian waters approach whale-watching boats with curiosity and openness. It is a delightful experience, and one that I am confident will work to help inspire people and end the inhumane practice of whaling.

Without written goals, we fail to plan and to run with single-minded purpose.

Always strategize for success. If you need to course correct, then course correct, better that than living with regret.

Call what you want by name.

Setting a goal does not guarantee you will achieve it, unless you commit to a strategic plan on how to efficiently achieve that goal.

If you want a true Strategic Plan you must create and maintain a supportive, inspiring, forward-thinking Culture; the reverse is also true.

Being a true leader, as opposed to a competent manager, requires a willingness to get your hands dirty. I have said before that I do not expect anyone to do a job I cannot do myself. While this is clearly unrealistic as a company grows and expands, the perception of being willing to step in and assist must remain. The weight of leadership includes staying calm while others panic and coming up with solutions rather than joining the chorus of complaints. The Covid-19 pandemic has certainly helped distinguish the leaders from the managers. Leaders are prepared to take responsibility when things go wrong, even if the true responsibility lies with someone else. Leaders are visible. Leaders have a vision, even if it is only short term. I don’t really believe in long-term planning. I make up the rules of the game based on one-year plans. This means I always retain visibility and control. Five years is too long a time to have any certainty that the objectives will be met. Leadership is not a popularity contest, but it also should not inspire fear. Leaders earn respect and loyalty, recognising that these take a long time to earn and a second to lose. A leader is not scared of collaboration and listening to the opinions of others, as well as accepting help when it’s needed. Leadership is not a quality that you are born with, it is something that you learn over time. I was not a leader in my Coronation days, and I am the first to admit that I made a lot of mistakes. Even at African Harvest, as much as I achieved financial success and tried different techniques to earn respect, I never truly managed to deal with the unruly investment team. But, having built on years of experience, by the time I hit my stride at Sygnia, I was a leader. Within any organisation of substantial size, there is space for more than one leader, whether they head up divisions or the organisation itself. There are several leaders across Sygnia weaving the fabric of our success. I am no longer the sole leader, having passed the baton on to others in pursuit of my own dreams. To quote the Harvard Business Review, ‘The competencies most frequently required for success at the top of any sizable business include strategic orientation, market insight, results orientation, customer impact, collaboration and influence, organisational development, team leadership, and change leadership.’ That is what I looked for in my successor, and that is what I found in David. I am confident that all the leaders I have groomed are more than capable of taking the company forwards.

Transform from fragmented to a powerhouse with a holistic approach. Weaving core values, purposeful goals, intentional choices, and strategic planning, unlock your potential and become the best version of yourself!

Our strategic advantage includes two areas. The first, called offensive apologetics, makes a positive case for Christianity by offering reasons that support our view - giving evidence for the existence of God or for the resurrection of Christ or for the inspiration of the Bible, for example. The second area, often called defensive apologetics, answers specific challenges meant to undermine or disprove Christianity - responding to attacks on the authority and historical reliability of the Bible or tackling the problem of evil or addressing the challenge of Darwinian macroevolution, to name a few.

To overcome any crisis, you must have a plan and it must be strategic.

Caroline’s project faces extreme uncertainty: there had never been a volunteer campaign of this magnitude at HP before. How confident should she be that she knows the real reasons people aren’t volunteering? Most important, how much does she really know about how to change the behavior of hundreds of thousand people in more than 170 countries? Barlerin’s goal is to inspire her colleagues to make the world a better place. Looked at that way, her plan seems full of untested assumptions—and a lot of vision. In accordance with traditional management practices, Barlerin is spending time planning, getting buy-in from various departments and other managers, and preparing a road map of initiatives for the first eighteen months of her project. She also has a strong accountability framework with metrics for the impact her project should have on the company over the next four years. Like many entrepreneurs, she has a business plan that lays out her intentions nicely. Yet despite all that work, she is—so far—creating one-off wins and no closer to knowing if her vision will be able to scale. One assumption, for example, might be that the company’s long-standing values included a commitment to improving the community but that recent economic trouble had resulted in an increased companywide strategic focus on short-term profitability. Perhaps longtime employees would feel a desire to reaffirm their values of giving back to the community by volunteering. A second assumption could be that they would find it more satisfying and therefore more sustainable to use their actual workplace skills in a volunteer capacity, which would have a greater impact on behalf of the organizations to which they donated their time. Also lurking within Caroline’s plans are many practical assumptions about employees’ willingness to take the time to volunteer, their level of commitment and desire, and the way to best reach them with her message. The Lean Startup model offers a way to test these hypotheses rigorously, immediately, and thoroughly. Strategic planning takes months to complete; these experiments could begin immediately. By starting small, Caroline could prevent a tremendous amount of waste down the road without compromising her overall vision. Here’s what it might look like if Caroline were to treat her project as an experiment.

When you plan a work, Work the plan, the plan will work.

You’re not responsible with what God gave you if you’re hanging out with time wasters who have no goals and no dreams. You have a destiny to fulfill. God has amazing things in your future. It’s critical that you surround yourself with the right people. If you’re the smartest one in your group, then your group is too small. You need to be around people who know more than you and have more talent than you. Don’t be intimidated by them; be inspired. If you take an oak tree seed and plant it in a five-gallon pot, that tree will never grow to the size it was created to be. Why? It’s restricted by the size of the pot. In the same way, God has created you to do great things. He’s put talent, ability, and skills on the inside. You don’t want to be restricted by your environment. It may be too small. Some of you are being restricted by your environment. It’s too small. The people you hang around are negative and drag you down. You need to get out of that little pot. God created you to soar. It’s fine to help people in need, but don’t spend all your time with them. You need talented and smart people in your life; winners who are farther along than you and can inspire you and challenge you to rise higher. My question for you is this: Are you doing anything strategic and intentional to keep growing? If not, you can start right now. Come up with a personal growth plan. It can be something like, “I will get up every morning and spend the first twenty minutes meditating on the scripture. I will listen to a teaching CD driving to work. I will read a book fifteen minutes every night before I go to bed. I will meet with my mentor twice a month. I will be in church every weekend.” That’s a definite plan. When you take responsibility for your growth, God will honor your efforts. Promotion, good breaks, businesses, books, and divine connections are in your future. But now is the time to prepare. Don’t get caught with destination disease. There is treasure in you, waiting to be developed. Redeem the time. Make a decision to grow in some way every day. If you keep sharpening your skills, and getting better, God promises your gifts will make room for you. Like David, because you are prepared, I believe and declare God is about to thrust you into the fullness of your destiny. He will open doors that no man can shut. You will go further than you could imagine and become the winner He’s created you to be.

Leaders that are inspiring are the leaders that have a strong Purpose

The practices and artifacts of Scrum –backlogs, sprints, stand ups, increments, burn charts –reflect an understanding of the need to strike a balance between planning and improvisation, and the value of engaging the entire team in both. As we’ll see later, Agile and Lean ideas can be useful beyond their original ecosystems, but translation must be done mindfully. The history of planning from Taylor to Agile reflects a shift in the zeitgeist –the spirit of the age –from manufacturing to software that affects all aspects of work and life. In business strategy, attention has shifted from formal strategic planning to more collaborative, agile methods. In part, this is due to the clear weakness of static plans as noted by Henry Mintzberg. Plans by their very nature are designed to promote inflexibility. They are meant to establish clear direction, to impose stability on an organization… planning is built around the categories that already exist in the organization.[ 43] But the resistance to plans is also fueled by fashion. In many organizations, the aversion to anything old is palpable. Project managers have burned their Gantt charts. Everything happens emergently in Trello and Slack. And this is not all good. As the pendulum swings out of control, chaos inevitably strikes. In organizations of all shapes and sizes, the failure to fit process to context hurts people and bottom lines. It’s time to realize we can’t not plan, and there is no one best way. Defining and embracing a process is planning, and it’s vital to find your fit. That’s why I believe in planning by design. As a professional practice, design exists across contexts. People design all sorts of objects, systems, services, and experiences. While each type of design has unique tools and methods, the creative process is inspired by commonalities. Designers make ideas tangible so we can see what we think. And as Steve Jobs noted, “It’s not just what it looks like and feels like.

An effective vision statement should evoke a sense of inspiration and motivation, rallying stakeholders around shared ideals and aspirations for the future.

A vision statement encapsulates the long-term aspirations and goals of the school, inspiring stakeholders and providing a clear direction for growth and development

While the vision should be aspirational and inspiring, the mission statement must be concise yet clearly articulating the school's purpose and how it plans to achieve its goals.

A vision inspires and a mission guides.

Crafting compelling vision and mission statements demands a delicate balance between aspiration and realism, ensuring they are both inspiring and achievable.