Plansmith Blog

For those of you who are fans of the sitcom Seinfeld, George Costanza would break down this word into its two components: thanks and giving.

How many times in our daily lives do we say “thanks"? A lot! It’s our common, casual, and pretty standard way to end each email, text, and verbal conversation. I’m not saying that it isn’t heartfelt. I’m just saying that this time of year - and this particular holiday - give us a chance to pause and appreciate each other. And, maybe more importantly, pay more attention when someone offers us a thank you.

"It was a very informative two days. It was also helpful to learn different ways to navigate through the tabs and fields in the Compass program."
 

We had nine bankers in our office last Thursday and Friday attending our first 2-day event, and what a success it was! We had a great group ranging from new clients, new users, and more established veterans, banks from $240 MM to $1.6 B in assets, men and women from diverse backgrounds, traveling in from near and far. The group was excited to share thoughts and ideas, and interested in ways we can help them enhance their understanding of the planning concepts and models.

Too often when we’re asked why we do what we do, we naturally default to talking about ourselves.

The truth is, it’s the people we work with every day that inspire us to do what we do.

Our clients make their own success. Their ambition, discipline, commitment, and transparency bind every person throughout their organization to a common goal. There are so many of these success stories, we wanted to highlight several noted in recent banking publications.

“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.”

- (Not) Charles Darwin

It’s true.

Although this is a pretty great quote, Darwin never actually said it. It was an attempt by Dr. Leon C. Megginson, Louisiana State University Professor of Management and Marketing, to capture the essence of Darwin’s seminal “On the Origin of Species” for a 1963 speech to the Southwestern Social Science Association. The text of the speech was subsequently published in the Association’s quarterly journal, and the rest is quote-misattribution history.

I spent the 4th of July Holiday as many Americans do. That’s right, cleaning out the garage. As I engaged in this long overdue spring cleaning, I couldn’t help but notice the abundance of pine needles in the corner. It brought back a bad memory from last December, that I could at least laugh about now. Sort of…

We’ve all been in meetings that weren’t exactly productive. You know how it goes…

• The meeting begins with little to no agenda
• You waste most of the time discussing off-topic subjects
• Debates over seemingly meaningless items end up derailing progress
• Someone ends up creating more questions than solutions
• The meeting takes an hour longer than it was scheduled for
• The team walks away with no clue what to do next

Only part of a successful strategic plan lies in the plan itself. A good plan, just like a recipe, is important. But any good chef will tell you, choosing the right ingredients is only half the challenge. The rest lies in executing the recipe properly.

So, how can your bank or credit union make a better strategic plan?

Here are some simple tweaks to the ingredients and execution of your strategic planning recipe.

“E-Learning” is rapidly expanding here at Plansmith and client comments have been very positive. Right now there are more than 50 different sessions available and many more sessions are in development.

Why has the “E-Learning” approach been so popular, especially since Plansmith has always provided such a high level of live, personal support and is committed to continuing that?

I was playing golf the other day and, of course, while I’m playing I’m thinking about work, which is a bad idea since I should be concentrating on my game. But I’m always thinking about ways to make planning more effective. My thoughts today were on variance analysis. Everyone uses variance analyses in their board reports to check progress against plan and it is certainly a good check. At board meetings we review our current position relative to last month, year-to-date and last year-to-date, etc.

As a company passionate about the value of planning, we have our own strategic plan. Like most, we would gather for a few days every year to review our mission and vision, discuss our market opportunities, develop objectives, determine action plans, and assign responsibilities. But, I am ashamed to admit, just like many companies we never really executed as well as we should for a number of reasons.