My path to the goal is, conceptually, my strategy. First I found out what Vision I follow, what the picture looks like. Then I have derived goals and defined how I can measure and observe these goals. Now I have to think about what matters conceptually here. We stick to our example: we want to have employees who can manage conflicts when dealing with each other. Then I could ask myself: what is important here? What do I have to create, what strategy should I take? What is the overall long-term picture? This means, for example, that I have to be careful in the division of projects if I have previously stated that this division has often led to conflicts. If the employees get into the hair over and over, who does what and who is responsible for what, then you have to see how to divide the clean. Another point might be that you train the forms of communication. Training does not have to be in place of strategy, that would be very concrete. But you can enter here with blur that communication is a topic field that you need to address in order to improve cooperation. For example, you can develop a mind map, which is a graph in which you have an initial“problem“ at the center. From there they start and from this topic they make ramifications, these are the thematic fields that come up to them and the sub-topics then become the sub-branches. These are things that we will discuss elsewhere in the techniques. Here is our example: < em>figure: example of a strategy to help employees manage conflicts better A third point could be, for example, that if the employees work together, they also need certain tools or platforms that allow them to work together. Then I write, for example, on platforms of cooperation. There may be problems where employees go into conflict with each other also because it is about Incentives. This is often the case in sales. It is now considered: how do I measure the performance? Because we know this: the success always has many fathers – the failure but has no, that is Orphan. Therefore, we need to see that the Incentives depend on individual success, but only if they are clearly assigned to an individual success. It is also important to create a group Incentive-there must also be a reward for success in the System. By this I mean not only financial incentives, but also, for example, that one promotes team collaboration by carrying out certain Events together, that one also has a bit of fun together, for example, occasionally a trip together. There are many mechanisms. It is important to make sure that not only the individual is rewarded for a good performance, but also the Team. Here you can note: Incentives based on individual success and based on team success. This would be an example of a strategy: I’ve thought before: I want employees to be able to deal with conflicts. I would like to observe this – on the basis of the number and intensity of conflicts and how long they extend over time. Then I would like to see how I can put the whole thing in a strategy so that I have a way to the goal. Keep in mind that this is still their soft-focus, you take the path you want to go, in order to implement what you have made. At this point my request: take a fifth page and now write down which aspects you think of, in order to be able to implement the objectives you have set yourself in such a way that you can actually observe and measure this. Stay on the track, we said yes: Vision-goal-measurement-and now we are in the strategy. My strategy for achieving my goals (please indicate here your mind map according to the above-mentioned example, it doesn’t have to be perfect, just start ):
paint something on a sheet of paper</em >How was that? Do you have your strategy? You’ve probably painted a nuisance or some beautiful clouds. There are different concepts with which you can create strategies wonderfully.