Podcasts about strategic plans

A native of Columbia, SC, Ben is Co-Founder of Ready2Retire™, the leading retirement planning firm for people who want to retire with confidence. Ben greatly appreciates customer service and client satisfaction, honed from over 20 years of experience, and is recognized nationwide as a top retirement, insurance, Medicare, and Social Security planner.He has over 2,000 clients and has educated over 10,000 people. Ben is also President and COO of Insurance Advantage, an employee benefits agency he co-founded 13 years ago. Ben has previously served as COO of a human resources staffing firm and as Vice President of Asia and Europe for an American software company.Ben has extensive experience in economic development and consulting and worked as a Business Recruiter for South Carolina. Since Ben opened the Japan office in 2012, South Carolina has received over $2.2 billion in investment. In 2014, he was hired to write the Strategic Plan for the State of South Carolina.Based on ten years working overseas in Japan, Brazil, & Spain, he wrote the Amazon Best Seller The Global Superstar: How Your Students Can Develop an Advantage over Global Competition to help students prepare for careers in this changing economy. He holds a Bachelor's degree in Finance from Morehouse College, an International MBA from The University of South Carolina, and certificates from UNC and Temple University.He's conversant in Japanese, Portuguese, and Spanish. He has served on numerous boards, including the South Carolina Independent Colleges and Universities Association, the SC Chamber of Commerce, and the Columbia (SC) Chamber of Commerce. He's a member of the Nashville City Club and the Nashville Kiwanis Club.Ben splits time between his homes in Nashville, TN, and Columbia, SC, with his wife Kim, their two wonderful daughters Anna & Kate, and their dog Sophie. He loves traveling, spending time with friends and family, and helping his clients win.Learn More: https://www.ready2retire.netInfluential Entrepreneurs with Mike Saundershttps://businessinnovatorsradio.com/influential-entrepreneurs-with-mike-saunders/Source: https://businessinnovatorsradio.com/interview-with-ben-green-co-founder-of-ready2retire-author-of-retire-rich-in-the-new-economy

A native of Columbia, SC, Ben is Co-Founder of Ready2Retire™, the leading retirement planning firm for people who want to retire with confidence. Ben greatly appreciates customer service and client satisfaction, honed from over 20 years of experience, and is recognized nationwide as a top retirement, insurance, Medicare, and Social Security planner.He has over 2,000 clients and has educated over 10,000 people. Ben is also President and COO of Insurance Advantage, an employee benefits agency he co-founded 13 years ago. Ben has previously served as COO of a human resources staffing firm and as Vice President of Asia and Europe for an American software company.Ben has extensive experience in economic development and consulting and worked as a Business Recruiter for South Carolina. Since Ben opened the Japan office in 2012, South Carolina has received over $2.2 billion in investment. In 2014, he was hired to write the Strategic Plan for the State of South Carolina.Based on ten years working overseas in Japan, Brazil, & Spain, he wrote the Amazon Best Seller The Global Superstar: How Your Students Can Develop an Advantage over Global Competition to help students prepare for careers in this changing economy. He holds a Bachelor's degree in Finance from Morehouse College, an International MBA from The University of South Carolina, and certificates from UNC and Temple University.He's conversant in Japanese, Portuguese, and Spanish. He has served on numerous boards, including the South Carolina Independent Colleges and Universities Association, the SC Chamber of Commerce, and the Columbia (SC) Chamber of Commerce. He's a member of the Nashville City Club and the Nashville Kiwanis Club.Ben splits time between his homes in Nashville, TN, and Columbia, SC, with his wife Kim, their two wonderful daughters Anna & Kate, and their dog Sophie. He loves traveling, spending time with friends and family, and helping his clients win.Learn More: https://www.ready2retire.netInfluential Entrepreneurs with Mike Saundershttps://businessinnovatorsradio.com/influential-entrepreneurs-with-mike-saunders/Source: https://businessinnovatorsradio.com/interview-with-ben-green-co-founder-of-ready2retire-author-of-retire-rich-in-the-new-economy

Why do good strategic plans so often fail to produce different results? John Dues joins Andrew Stotz to explore a simple idea: organizations do not run on strategic plans. They run on the routines leaders and teams follow every day. From meetings and priorities to problem solving and learning, those routines form the management system that shapes results. Listen to a practical conversation about strategy, leadership, Deming, and designing an organization that can continually learn. TRANSCRIPT 0:00:00.0 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with John Dues, who is part of the new generation of educators striving to apply Dr. Deming's principles to unleash student joy in learning. Well, John, your most recent blog post, you titled it "The System Your Organization Actually Runs." Interesting title. And it starts with a question that I think every leader has probably asked at some point, which is, how does this strategic plan actually change what leaders do on Monday morning? Why did you start at that point?   0:00:50.1 John Dues: Yeah, thanks for having me back, Andrew. I think the article kind of gets at a question that I've found myself asking over the years as I've led school systems. And I've seen a lot of different strategic plans, and I've seen a lot of different strategic plans at my own organization. And most of them contain worthwhile goals. Most of them are written by leaders that want to genuinely improve their organization. I think the problem is, it wasn't the quality of the goals. It was... After reading the plan, I often couldn't tell how the leadership of that particular organization was actually going to operate once the plan was finished, or how at least how it was going to operate differently. And this is true of my own organization. The plan would tell me or those leaders where the organization wanted to go but it rarely said like how that was going to happen, what was going to happen differently every day in order to get there. And what I eventually basically came to the realization that this wasn't just a minor oversight or omission, it was like the central issue. And so that realization really changed how I started to think about strategic planning, 'cause I do think that's an important component of running an organization, but it's not the management system itself. It's just the starting point basically.   0:02:22.7 Andrew Stotz: There's a great book on strategy that I like called Good Strategy Bad Strategy by Richard Rumelt and he basically focuses in on how bad most strategy is, and it's just lofty statements and generalizations with very little action and trade-offs that the senior management or the leaders are really making. And so it just plops in people's lap like, "Here's a good-feeling thing." So was there a specific moment when that clicked for you?   0:02:59.4 John Dues: Yeah, that's a good question. I mean, I think what I think of when you mentioned that book, which I haven't read, "Good Strategy Bad Strategy," I think there certainly is good strategy and there is certainly bad strategy. But what I most often was seeing is like pretty good strategy that maybe a consultant would write. Like we did a strategic plan with a consultant, a great consultant about a decade ago and the strategic plan that that work resulted in was great and useful in some ways. But by and large, it did end up in the sort of stereotypical fancy binding and all kinds of colors and graphs and stuff like that, but it was mostly sitting on shelves and closets. It really wasn't formatted like literally and figuratively, it wasn't formatted in a way that was going to guide our work on a daily or a weekly or a monthly basis. So that experience, and I went through a couple of those types of strategic planning sessions with consultants over the years. So then I was thinking about what's actually happening is that, well, if the strategic plan mostly gets shelved, what is it exactly that is guiding and running the organization on that day-to-day basis?   0:04:30.4 Andrew Stotz: Interesting kind of distinction between the plan and the day-to-day running. So let's answer that question. If the strategic plan isn't the management system, what is it?   0:04:45.9 John Dues: Well, I think one thing is some people might be familiar with the management system terminology and some people may not. It probably has a technical meaning for a lot of people that are doing this type of work. But whether you use that terminology, "management system," in your organization or not, every organization has one. And so when a lot of people hear management system, they may picture some type of software system or some more formal operating manual. But that's not what I mean when I say there is a management system whether you realize it or not. I don't mean something formal necessarily. I'm just talking about a management system as a simple collection of like recurring leadership routines that determine how the organization actually functions. So it's things like how are priorities established? When you have meetings, how are they run? How frequently do the meetings occur? What measures are the leaders reviewing on a regular basis? How are problems surfaced in the organization? How do decisions get made? How the information flows? How leaders learn whether the organization is improving. So there's all kinds of these routines, and in some places they are not intentionally designed at all. But some version of those things are happening in every single organization. And in a lot of places they sort of just simply kind of evolve naturally on their own over time. But the thing that's similar, and it's pretty remarkable, is that whether you're doing this deliberately or not, these become like powerful behavior shapers in the day-to-day of an organization. So I think the key thing is that people respond much more to that daily management system, those leadership routines, and those things reinforce more so like the behavior of people that work in an organization more than what leaders say is important or more than what is written in a strategic plan that people often sort of shelve after the initial rollout and don't reference back very often.   0:07:16.7 Andrew Stotz: This makes me think of a quote by a guy named Stafford Beer, who is a systems thinker, and he said, "The purpose of a system is what it does."   0:07:23.8 John Dues: That's it, yes. That is it in essence, yeah.   0:07:31.0 Andrew Stotz: And the meaning of this is like never judge a system by its stated goals. This is also what Rumelt is talking about in "Good Strategy Bad Strategy." Don't judge it by its stated goals or its mission statement or what its designers have intended it to do. Really, we've gotta judge it by what it does. So you're saying every organization already has a management system then?   0:07:57.6 John Dues: Yeah, that's exactly right. I mean, I think that's probably the biggest idea I was trying to get through in that most recent blog post, this idea that every organization has a management system whether they call it that or not. So the question is not its existence. The real question is, is there any intentionality behind the design of that system?   0:08:22.2 Andrew Stotz: So to follow that up, if every organization already has a management system, why do so many strategic plans fail to produce different results?   0:08:33.7 John Dues: Yeah, I mean, I think from what I've seen is that the goals and maybe the tactics and the strategic plans change every three years or every five years depending on how your organization does it but those management routines don't. So you spend all this time creating a new strategic plan and you may even do some things differently for a short time period, kind of like when you make a New Year's resolution, but you kind of settle back into those natural patterns if any changes were made in the first place at all. And so if you're a leader, you kind of just keep holding those same meetings, you kind of keep looking at the same reports, looking at the same data, you make decisions in the same way, you respond to problems in the same way. New initiatives sort of get absorbed up into that old existing management system. And so these initiatives come and they go but the system really doesn't change, kind of just like what you were saying with that quote. And then because the system doesn't change, the results usually don't change very much either. I think one follows from the other. So I think this is why two organizations, like two school systems can have pretty identical strategies and then produce completely different outcomes. And the difference usually isn't the plan, it's that management system that sort of lives underneath the plan. That's kind of how I think about it.   0:10:06.8 Andrew Stotz: It kind of makes me think of like a military. An army is told by their leader, "We're gonna take that hill," and then a new guy comes in and he goes, "I'm gonna change the plan. We're gonna take that hill and that hill." And then a new guy comes in and he goes, "We're gonna take that hill and that hill and that hill." And all of a sudden there's no tradeoff, there's no letting go, there's no sacrifice. And when you don't have a clear tradeoff, you're basically saying that we've got all these resources and we can do all this stuff. So it's interesting because most people would probably say that the problem is execution.   0:10:44.7 John Dues: Yeah. And I think... I mean, you run a business. I mean, execution, obviously...   0:11:01.7 Andrew Stotz: That's hard.   0:11:02.7 John Dues: It's critical. It's very critical. But the execution, how that goes, the execution itself is shaped by that management system. And so I think if you want different execution, you have to design a different set of management routines that people are gonna then follow to implement that plan.   0:11:22.6 Andrew Stotz: Well, it's not only me working in a real business. Of course you are too. So how did this change the way you approach strategic planning at United Schools? What are you doing differently?   0:11:34.3 John Dues: Yeah, I think the last couple rounds of strategic planning, so kind of in the middle of the pandemic, we decided that we were gonna take a stab at creating our own plan internally. And by that, I just mean that we were gonna do it ourselves and not utilize a consultant. And I think there can be times when utilizing someone from the outside, a consultant, there's lots of good ones out there, we've worked with a couple different ones over the years that I'd recommend, but I think there is something to be said for writing the strategic plan yourself if you have that capability. I mean... So we have a very stable senior leadership team, and so because of that cohesiveness, I think that's one sort of condition that allowed us to write it ourselves. And so I think one of the things then that happens when you write it yourself is you internalize it in a different way than if someone else wrote it for you. Even if you're studying it and reading it carefully, there's just something about writing it yourself and workshopping different goals and tactics and things like that that really make you deeply internalize. And that just doesn't happen when you use a consultant for something, in my opinion. And then one other, I think some people might see this as a small thing, but the strategic plan actually is in a Google Document. And the great thing about Google Documents, of course, is that they are dynamic and easy to collaborate in. And so this may seem like a small thing, but when a consultant hands off a finished product, it's often in a slide deck or a PDF. And that's actually kind of hard to change. There are programs where you can obviously change a PDF fairly simply, but there's something about it living in a PDF versus living in a Google Document. Now, it's not something that we're just changing all the time. However, we're regularly in that Google Document and adjusting things, let's say on a quarterly basis as we adjust and as we learn as conditions change and stuff like that. So I think it's sort of like a two-part thing. More internalization happens when you do it yourself, and then we made this decision to put it in a Google Doc and let it live there. And it's sort of a working document that gets continually updated across the life of that particular strategic plan.   0:14:03.5 Andrew Stotz: I've just spent probably 500 hours developing a corporate strategy module for my Profit Bootcamp and I also have been teaching it and developing it with executive education here in Bangkok. And I have 12 activities that, I basically look at the best books on this topic, break it down, and then it's a series of activities. And I just couldn't imagine a consultant, and even myself, what I'm trying to do is guide people through it, but ultimately you gotta think about it and you gotta really... And it starts, in my case it starts with why. Why are you doing what you're doing? And for me, a lot of what I try to do is inspire learning that leads to lasting change. And lasting change is because I had some people in my life that delivered lasting change to me. They provided an environment and the knowledge that allowed me to absorb it and make a lasting change in my life. In my case, it was stop using drugs and alcohol, which has worked for more than 40 years. And so it starts with why and then it goes through a lot of things. But one of the questions is like, what trade-offs are you making? If somebody's not upset with your strategy, you got it wrong because you must... You have limited resources and you're gonna have to pull it from one place to another. And I think that's part of what people miss and what they avoid a lot of times. So I love the idea of developing it yourself and going through it. But the document, of course, itself isn't really the point, is it?   0:15:53.5 John Dues: Yeah, I think the fact that it lives in a Google Document is just kind of one component of it that works for us. But yeah, I think you're exactly right. I mean, I think ultimately what we're looking for the strategic plan to do is kind of reaffirm or reassess what our long-term purpose is. For us, that's a time for us to look at our purpose and our mission, our values, and kind of reaffirm those things or make adjustments if we need to. But I think the key is, and this is where the management system comes, is that the plan then immediately flows into things like annual goals, quarterly priorities. Our senior leaders have management plans that sort of guide their work and outline their work for the year. It's gonna inform what's happening. All of our schools start with a daily huddle amongst the staff team, much like you'll see on the floor of a hospital or something like that. Our biweekly leadership team meetings, the quarterly strategic reviews that we do with our leadership team, and then the annual planning, all that, all of those routines are flowing from the strategic plan, but they're like the management system that sort of brings it alive. And these routines that I just mentioned really create these learning cycles that then feed back into the strategic plan, and that's the sort of updates that it gets over the course of its lifespan. And so if I had to boil it down, it's like the strategic plan provides the constancy of purpose, to kind speak in Deming's terms, and then the management system helps us continually learn and how to achieve that particular purpose.   0:17:35.5 Andrew Stotz: I like your distinction of the routines because that helps us understand like these are cycles that we're going through and routines that we're doing and as long as that routine is serving the ultimate aim of the system, then fantastic. So towards the end of the blog, you say something that really stood out to me, and that is you said, "The real work of leadership is designing an organization that can learn." What do you mean by that?   0:18:08.0 John Dues: Yeah, I think what I was trying to get at is that early in my career, I really thought leadership was mostly about developing better strategy. If you just had better strategy, you'd be on the right course. And today I have a more nuanced view that's only one part of the job. I think the larger responsibility is designing an organization that continually improves its own thinking. And that requires those intentional routines that you were just talking about. And I think, of course, you're gonna review performance over time. If you have a Deming lens, you're gonna study variation. You gotta have some collaborative ways that you're solving problems. For us, that includes running PDSA cycles to refine our methods. And then through it all, you're keeping everyone connected around this common purpose. And I think that when those routines become a part of the everyday work, improvement then becomes much less dependent on a single leader, or sometimes it's a heroic leader that drives the organization. It's the organization itself that's capable of learning then because these various routines have become a part of the behavior pattern of the organization itself.   0:19:24.5 Andrew Stotz: Yeah, that sounds very Deming.   0:19:26.2 John Dues: It's very Deming, very Deming. Yeah, I think I kind of think of one of Deming's greatest insights is that organizations don't improve because people simply work harder. They improve because leaders improve the system deliberately. And this, the article and then this podcast is one particular part of that system, about one particular part of that system, the management system itself.   0:19:54.6 Andrew Stotz: In the strategy course that I do, I talk about identifying strengths. And then I looked at 8,500 companies globally, and I do a measure where I look at each company relative to its global peers each year. And then I say, where is its ranking on two things: how profitable it is and how fast it's growing earnings. Both of these are opposing forces, so it's very hard to have both of them at a high level. But that's what I do as a score I call the profitable growth score. And then I ask the question, how many companies out of 8,500 sustain a number one or number two ranking out of one to 10 over five years? And out of 8,500 companies, it's 400.   0:20:36.7 John Dues: Wow.   0:20:48.2 Andrew Stotz: And I would say that these have a clear competitive advantage that's illustrated in their numbers. Where it's coming from, how they're getting it, okay, those are deeper questions. But this is where I talk with the executives that I work with, the companies I work with, and I ask them, how do we look for a strength in your business that we can convert to a competitive advantage? Because right now, looking at the financial performance of almost everybody, we just have a lot of strengths, which is great. But strategy really is about how do we do that? And the second component of that, which kind of relates back to this learning, is that if you have an all-star in your company and they leave and the sales go down or the business goes down, then you didn't have a real competitive advantage. And so the concept of building learning into a company where everybody's learning creates what I call a hard to copy strength or competitive advantage and that ultimately leads to a long-term performance that is reflected. And it's a little bit like, some people listening may think, "Oh, I'm not into the numbers and all that stuff, Andrew." Well, just imagine that your kid comes to you and says, "Hey, Dad," or "Mom, I'm gonna get A's next semester." And you go, "Right, great. How are you gonna do it?" And they go, "Well, I'm gonna do this, I'm gonna do that, and I'm gonna change this and I'm gonna change that." "That sounds like a good plan. Go for it." And then at the end of the term, they had been getting C's and then they come back and they say, "I got C's." Well, is there no meaning in the output of that? I think there's meaning in it. And then that's ultimately where I say a strength has to convert to be a competitive advantage, and the competitive advantage has to be reflected in the financial performance, or what is it?   0:22:49.8 John Dues: Yeah. Yeah, that's a great sort of sum-up of the discussion today.   0:22:53.2 Andrew Stotz: So if someone's listening and only remembers one thing from today's conversation, what would it be?   0:23:01.7 John Dues: Yeah, I mean, I think what I would hope they remember is that what we've talked about is organizations don't actually run on strategic plans. They run on a management system. So every organization has one, whether they've called it that or not. Everybody has a management system that's sort of running the organization. And I think the key question is whether it's intentionally designed or not. So in my mind, if a leader wants different results, then they have to examine those recurring routines that shape how work is getting done every day. And ultimately, organizations improve not because they have impressive plans but because they have these intentionally built management systems that continually translate that long-term purpose into better daily practice and operations, basically.   0:23:56.3 Andrew Stotz: Yeah, it's great and personally, I really like the routine aspect of what you talked about today 'cause I think about a management system, sometimes it's a little bit nebulous or hard to grasp, but a routine is very clear. And I was just thinking about what often happens is we have routine stacking where the prior manager had these five routines and now a new manager comes in and he added two, now we got seven. And then the next one comes in and he added three, now we got 10. But looking at these underlying routines really was something that hit me with what you're talking about. So that's pretty exciting.   0:24:38.1 John Dues: Yeah. And you drew the battle plan analogy and you talked about the leader with one hill and then the next guy says two hills, the next guy says three hills and it's like, did you take any hills? Those are all strategic plans. The management system is the operation that actually allows you to accomplish that thing.   0:24:56.6 Andrew Stotz: Yeah, exciting. Well, on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. And for listeners, remember to go to deming.org and jump into DemingNEXT to continue your journey. And you can find John's book, Win-Win: W. Edwards Deming, the System of Profound Knowledge and the Science of Improving Schools on amazon.com. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is "People are entitled to joy in work."

On this episode, we continue our look at the extraordinary life of a man who has found great success as a career military man. Major General William Hickman spent 36 years serving his country. Born and raised in Maury County, Gen. Hickman attended local schools before attending Vanderbilt University. As an ROTC student there, upon graduation, he was commissioned into the army as a 2nd lieutenant in 1983. Over the next three decades, he rose through the ranks holding various field and staff commands including company, battalion, and brigade commands with the 101st Airborne Division. Between 2003-2008, Gen. Hickman served three tours of duty in Iraq during Operation Iraqi Freedom. Serving in over 30 countries, he joined the Central Command Staff as military assistant to General David Patraeus. He became commanding general of the Joint Readiness Training Center at Fort Polk, Louisiana, Deputy Commander for the U.S. Army in the Middle East, and finally, Deputy Chief of Staff, Strategic Plans and Policy, NATO's Allied Command Transformation. Retiring from the military in 2019 as a major general, Gen. Hickman is now senior advisor at Compass Executives Group, assisting businesses in crisis management, strategic planning and decision-making, coaching and leader development, and supply chain management. Tom Price and Dr. Barry Gidcomb lead the discussion.

In this episode of DCO Discourse, Lexie sits down with DCO's Executive Director, Dr. Neta Gear, and Board Vice Treasurer, Diwa Satkunanathan, for a conversation about leadership, governance, and the future of Distress and Crisis Ontario. Together, they discuss what inspired their involvement in the distress and crisis sector, the important role DCO's Board of Directors plays in supporting the organization, and what makes DCO's work unique across Ontario. They also provide an inside look at the development of DCO's newly adopted 2026–2031 Strategic Plan, exploring the collaborative planning process, the priorities that will guide the organization over the next five years, and their vision for strengthening support for DCO's member centres and the communities they serve. To learn more about DCO's 2026–2031 Strategic Plan, visit: https://www.dcontario.org To connect with support related to this episode, or for anything else going on in your life, please visit www.dcontario.org/locations to find your nearest Member centre. Many of our Member centres operate 24/7. Thank you for listening and we hope you'll join us again next time. If you would like to provide feedback on this episode, past episodes, or request future content, you can do so using the following link: https://forms.gle/o8yUPMss6wo8dP1X8.

For almost three decades, Fidget Feet has been pushing the boundaries of aerial dance and contemporary circus, bringing Irish creativity to audiences around the world.   The company has now launched a new three-year strategic plan, with ambitious plans to expand internationally while strengthening its creative base at the Irish Aerial Creation Centre in Parteen.   To tell us more about the next chapter for the organisation, Alan Morrissey was joined by Fidget Feet co-founder Jym Daly and Chairperson Ger Dollard. Photo (c) Fidget Feet

On this episode, we look at the extraordinary life of a man who has found great success as a career military man. Major General William Hickman spent 36 years serving his country. Born and raised in Maury County, Gen. Hickman attended local schools before attending Vanderbilt University. As an ROTC student there, upon graduation, he was commissioned into the army as a 2nd lieutenant in 1983. Over the next three decades, he rose through the ranks holding various field and staff commands including company, battalion, and brigade commands with the 101st Airborne Division. Between 2003-2008, Gen. Hickman served three tours of duty in Iraq during Operation Iraqi Freedom. Serving in over 30 countries, he joined the Central Command Staff as military assistant to General David Patraeus. He became commanding general of the Joint Readiness Training Center at Fort Polk, Louisiana, Deputy Commander for the U.S. Army in the Middle East, and finally, Deputy Chief of Staff, Strategic Plans and Policy, NATO's Allied Command Transformation. Retiring from the military in 2019 as a major general, Gen. Hickman is now senior advisor at Compass Executives Group, assisting businesses in crisis management, strategic planning and decision-making, coaching and leader development, and supply chain management. Tom Price and Dr. Barry Gidcomb lead the discussion.

What if the most powerful growth strategy in hospice and primary care had nothing to do with your clinical protocols, your technology stack, or your marketing budget — and everything to do with who shows up, and how often? In this episode of The Disrupted Podcast, Scott Middleton — founder and Chief Disruption Officer of Your Health — unpacks the real-world lessons shaping how your Health is staffing, growing, and rebuilding trust as it integrates the newly merged TCPA and Providence Care organizations. Scott spent the week in the field — Monroe, Georgia; Beaufort, South Carolina; Atlanta and beyond — sitting in care team meetings, talking to nurses, watching exercise classes, and rethinking everything from staffing ratios to personality matching. What he found is both a warning and a blueprint. In this episode: Why minor service failures — a nurse who didn't show up once — can cost you an entire facility relationship, and what it actually takes to earn it back The strategic case for pulling a nurse off a shared caseload and planting her full-time in a single building — even when the numbers don't fully justify it yet The story of a nurse so embedded in one facility that an administrator told Your Health: "I will cut you if you move her" How DISC personality profiles should determine which staff member walks into which building — and why getting it wrong creates friction that kills referrals Why the best talent you'll ever hire is already living in the community you serve — and why your recruiters will never find them on Indeed The centralize-then-decentralize model Your Health deploys every time it launches something new — and why it's the only way to scale without losing quality If you lead a care team, run a hospice program, manage a building, or are trying to grow in any direction in healthcare right now — this episode is your field guide. www.YourHealth.Org

In this week's episode, Rex Nelson sits down with the Chancellor of the University of Arkansas for Medical Sciences, Dr. Lowry Barnes. Barnes talks about his journey from starting medical school as a freshman to becoming the top executive for UAMS. Podcast on Apple, Spotify, and YouTube, or visit arkansasonline.com/podcast23 for an exclusive subscription offer available only to podcast listeners Chapters (00:00:14) - Southern Fried Podcast(00:01:08) - Arkansas orthopedic pioneer Dr. Banks Blackwell's story(00:05:57) - A message from North Pittock Hospital's first surgeon(00:08:34) - UAMS Orthopedics(00:09:31) - Interim Chancellor and the permanent role(00:11:33) - Some of the Changes at UAMS since my arrival(00:16:51) - UAMS supports rural hospitals(00:21:12) - Arkansas University System's Strategic Plan(00:26:48) - Dr. Lowry Barnes on His Drive to Make UAMS Better

In this episode of Engaging in the Next, hosts Colby Horton and Frank Humada welcome Lowell Aplebaum, EdD, FASAE, CAE, CPF, CEO of Vista Cova, for a conversation about why strategy and governance often drift apart, and how boards can better position their organizations for long-term success. Lowell explains why strategic planning should be treated as a living framework rather than a static document, explores the board's role in setting direction and allocating resources, and discusses how associations can foster innovation through stronger governance practices. The conversation also covers shorter strategic planning horizons, future-focused board meetings, objective governance health checks, clear board-staff authority boundaries, and the critical partnership between the CEO and board chair in navigating change.

All content from the Sons of UCF is brought to you by the law office of Werner, Hoffman, Greig & Garcia. With a combined 70+ years of legal experience, WHG specializes in personal injury, workers' comp, veteran disability, and SSI/SSDI cases. For more information, contact them at wernerhoffman.com or call 1-800-320-HELP UCF Knights athletics director Terry Mohajir joined the Sons of UCF for a wide-ranging interview spanning multiple topics. Mohajir touched on the recent past for Knights football and why he thinks they are now on the right track. He also shares an update on the financial situation for UCF Athletics, including the re-shaping of the future strategic plan.  Plus: Johnny Dawkins new contract, playoff expansion, Big 12 issues, and more... #ucf #ucfknights #big12conference #big12 #big12football Learn more about your ad choices. Visit podcastchoices.com/adchoices

For years, Georgia saw a robust cityhood movement: between 2000 and 2022, ten new cities were incorporated across metro Atlanta. Among them is Mableton, Cobb County’s newest and largest city at nearly 80,000 residents. Mayor Michael Owens shares the city’s 2045 strategic plan and addresses concerns about how the city might fund its own police department. Also, the “We Care, Child Care” sweepstakes is back in its 12th year and offering a $1,529 contribution to support your child’s future education fund. Bethany Whetzel, treasury program director at Georgia’s Office of the State Treasurer, shares how parents and grandparents can enter ahead of the July 31 deadline.See omnystudio.com/listener for privacy information.

Send us Fan MailNonprofit strategic planning software is changing how leaders, boards, and fundraisers build plans that actually guide decisions. Sophia Shaw, co-founder of Plan Perfect, explains why the old “plan on a shelf” model no longer fits the business of nonprofits.Sophia brings deep sector experience as former CEO of the Chicago Botanic Garden, former leader of the nonprofit board governance program at Kellogg, and a nonprofit board chair. Her message is direct: strategic planning needs to live, move, and help organizations navigate change.In this conversation, Sophia explains how Plan Perfect helps nonprofits move from first surveys to finished plans while also connecting planning to enterprise risk management. Instead of building a document once and leaving it untouched, nonprofit leaders can use dashboards, AI-supported surveys, risk tools, tabletop exercises, and real-time updates to keep strategy connected to daily work.For fundraisers, this shift is especially important. Sophia says, “To have a strategic plan is to give your fundraisers the ability to know what they're raising money for.” That one sentence carries real business value. If fundraisers cannot clearly describe priorities, goals, and impact, donor conversations become harder than they need to be.This lively discussion also addresses cost and timeline. Sophia compares traditional planning processes that may take nine months and cost $50,000 with a newer approach that can happen in two to three months for up to $4,800 before added consulting support. Another major theme is safe AI adoption. Sophia warns that nonprofits should not place donor, visitor, clinic, or constituent data into open AI systems without safeguards. The opportunity is powerful, but the responsibility is just as real.Key Takeaways:* Strategic plans should be updated regularly and used as management tools, not ceremonial documents.* Fundraisers need clear organizational priorities to support donor conversations and multi-year giving.* Three-year plans are becoming common, while six-month and one-year plans can help nonprofits respond faster.* Surveys can bring thousands of constituent voices into planning and reduce boardroom disconnect.* AI can help nonprofits leap forward, but sensitive data must remain protected.* Donors and foundations may begin asking harder questions about plans, goals, and execution. 00:00:00 Welcome to The Nonprofit Show 00:02:00 What Plan Perfect Does for Nonprofits 00:02:50 Sophia Shaw's Journey Through Nonprofit Leadership 00:04:22 Why Traditional Strategic Planning Must End 00:05:49 How Boards Respond to New Planning Tools 00:08:54 Giving Nonprofit Leaders Their Own Voice 00:09:49 Rethinking Planning Timelines and Costs 00:10:45 What It Means to Be Future Ready 00:12:35 Why Fundraisers Need the Strategic Plan 00:14:56 Using Surveys to Hear More Constituent Voices 00:18:41 Safe AI Adoption for Nonprofits 00:21:35 Turning Strategy Into Daily Action 00:25:36 Why Donors Should Ask About the Plan #TheNonprofitShow #NonprofitStrategy #NonprofitPlanningFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

The year is half over. Are you halfway to your goals, or halfway to another year of almosts? In this episode, Todd DeWalt breaks down why so many construction business owners stay stuck overthinking the decision they already know they need to make, still camped on the wrong side of their own Rubicon, waiting on a little more research and a little more certainty before they move. ⚡Schedule a Business Evaluation Call with The Construction Leading Edge Team: https://go.constructionleadingedge.com/qualification?utm_source=audio%20podcast&utm_medium=audio&utm_campaign=451

Steven Koonin joins John Anderson for an in-depth conversation exploring the science, engineering and economics behind today's climate debate. Drawing on decades of experience in physics, energy research and public policy, Koonin argues that while climate change is real, many public discussions fail to capture the uncertainty, nuance and trade-offs contained within the scientific evidence. Together they examine what climate models can reliably predict and why careful analysis matters when shaping long-term policy.The conversation also explores Australia's energy future, the challenges of maintaining reliable electricity grids, the potential role of nuclear power, and the balance between affordability, energy security and environmental responsibility. Koonin reflects on scientific integrity, technological innovation and why societies benefit when evidence, rather than politics, remains at the centre of public debate.Steven E. Koonin is the Edward Teller Senior Fellow at Stanford University's Hoover Institution. He served as the undersecretary for science in the US Department of Energy under President Obama from 2009 to 2011, and was the lead author of the US Department of Energy's Strategic Plan (2011) and the inaugural Department of Energy Quadrennial Technology Review (2011). His recent book is called Unsettled (Updated and Expanded Edition): What Climate Science Tells Us, What It Doesn't, and Why It Matters.Sign up to John's substack here: https://www.ourcivilisationalmoment.com/Sign up to John's newsletter here: https://johnanderson.net.au/contact/

What if your leadership skills were the key to changing your family's trajectory for the next 250 years?Most leaders can run a tight meeting at work, but put us in a room with the people we love most, and suddenly we feel the pressure to be perfect. That tension is exactly why we wanted to talk about the “family meeting” concept as a real family retreat, not a quick check-in at the dinner table. Tom Carmazzi joins me to unpack how a face-to-face retreat can help you build a family vision statement, define family values, and create a generational legacy that carries forward who you are, not just what you own. We get personal about mortality and the moments that wake us up, then we name the trap we all fall into: returning to busyness within minutes. We talk about fear as the enemy of intentional family leadership, how faith reframes the work (Romans 12:2), and why inspiration can be a choice, not just a reaction to crisis. If you have ever wondered who will be “next up” to carry the heart of your family forward, this conversation puts language and structure around that question.We also get tactical. We share a simple two-day format, why “no technology” is a non-negotiable, and how tools like three-by-five cards and non-leading questions help everyone participate without turning it into a debate. We cover how to create values from your family's own words, why they should evolve over time, and when bringing in an outside facilitator is the right call so you can stay present. We even contrast estate planning and inheritance with the deeper legacy most families actually want.If someone in your life needs to hear this message, share it with them, then subscribe and leave a review so more leaders build families with the same purpose they build businesses. What would you put in your family's vision for the next 10 generations?

It's the Positively Pipeman segment of The Adventures of Pipeman bringing you Powerful Business Strategies. Michael Barbarita of Next Step CFO discusses Building Your 2027 Strategic Plan in Q3 - If you start your 2027 plan in November, you're going to end up with a list of goals, not a strategic plan. There's a huge difference, and that difference is the reason most business owners hit December 2027 and realize they basically just had another year of the same thing.Click Here to Subscribe to The Adventures of Pipeman for PERKS, BONUS Content & FREE GIVEWAYS! Take some zany and serious journeys with The Pipeman aka Dean K. Piper, CST on The Adventures of Pipeman also known as Pipeman Radio syndicated globally “Where Who Knows And Anything Goes.”   Would you like to be a sponsor of the show?Would you like to have your business, products, services, merch, programs, books, music or any other professional or artistic endeavors promoted on the show?Would you like to be interviewed as a professional or music guest on The Adventures of Pipeman, Positively Pipeman and/or Pipeman in the Pit?Would you like to host your own Radio Show, Streaming TV Show, or Podcast?  PipemanRadio Podcasts are heard on Pipeman Radio, Talk 4 Media, iHeartRadio, Pandora, Amazon Music, Audible, Spotify, Apple Podcasts, and over 100 other podcast outlets where you listen to Podcasts.The following are the different podcasts to Follow, Listen, Download, Subscribe:  The Adventures of PipemanPipeman RadioPipeman in the Pit – Music Interviews & FestivalsPipeman – The Wandering JewPositively Pipeman – Empowerment, Inspiration, Motivation, Self-Help, Business, Spiritual & Health & WellnessClick Here to Subscribe for PERKS, BONUS Content & FREE GIVEWAYS!Follow @pipemanradio on all socials & Pipeman Radio Requests & Info at www.linktr.ee/pipemanradioStream The Adventures of Pipeman daily & live Mondays, Tuesdays, Wednesdays at 1PM ET on W4CY Radio & Talk 4 TV. Download, Rate & Review the Podcast at The Adventures of Pipeman, Pipeman Radio, Talk 4 Media, iHeartRadio, Apple Podcasts, YouTube & All Podcast Apps.

Season 20, Episode 63 of The Adventures of Pipeman.It's the Positively Pipeman weekly segment of The Adventures of Pipeman.Chapter 1: The Pet Health Guru is back and we will discuss Hurricane Awareness with a Checklist for Pets during hurricane season.Chapter 2: Michael Barbarita of Next Step CFO and Powerful Business Strategies will discuss Building Your 2027 Strategic Plan in Q3 - If you start your 2027 plan in November, you're going to end up with a list of goals, not a strategic plan. There's a huge difference, and that difference is the reason most business owners hit December 2027 and realize they basically just had another year of the same thing.Click Here to Subscribe to The Adventures of Pipeman for PERKS, BONUS Content & FREE GIVEWAYS! Take some zany and serious journeys with The Pipeman aka Dean K. Piper, CST on The Adventures of Pipeman also known as Pipeman Radio syndicated globally “Where Who Knows And Anything Goes.”   Would you like to be a sponsor of the show?Would you like to have your business, products, services, merch, programs, books, music or any other professional or artistic endeavors promoted on the show?Would you like to be interviewed as a professional or music guest on The Adventures of Pipeman, Positively Pipeman and/or Pipeman in the Pit?Would you like to host your own Radio Show, Streaming TV Show, or Podcast?  PipemanRadio Podcasts are heard on Pipeman Radio, Talk 4 Media, iHeartRadio, Pandora, Amazon Music, Audible, Spotify, Apple Podcasts, and over 100 other podcast outlets where you listen to Podcasts.The following are the different podcasts to Follow, Listen, Download, Subscribe:The Adventures of PipemanPipeman RadioPipeman in the Pit – Music Interviews & FestivalsPipeman – The Wandering JewPositively Pipeman – Empowerment, Inspiration, Motivation, Self-Help, Business, Spiritual & Health & WellnessClick Here to Subscribe for PERKS, BONUS Content & FREE GIVEWAYS!Follow @pipemanradio on all socials & Pipeman Radio Requests & Info at www.linktr.ee/pipemanradioStream The Adventures of Pipeman daily & live Mondays, Tuesdays, Wednesdays at 1PM ET on W4CY Radio & Talk 4 TV. Download, Rate & Review the Podcast at The Adventures of Pipeman, Pipeman Radio, Talk 4 Media, iHeartRadio, Apple Podcasts, YouTube & All Podcast Apps.

Send us Fan MailSusan Pilato and Michelle Warren join Sid to challenge the idea that more activity automatically creates growth, and they lay out what a true strategic plan looks like for small businesses in the contract interiors world. They share how outside perspective, team alignment, and deliberate hiring decisions turn a wish list into a foundation you can actually build on. The Trend Report is your inside look at the people, products and ideas shaping the future of workplace design.  We explore the evolving world of contract interiors, office furniture, and workplace design. From the interior design industry to commercial furniture and the future of work, we share insights, trends, and strategies that keep the office furniture industry and the interior design community informed and inspired.Connect with Sid:Home Page: www.sidmeadows.comPodcast Website:  https://www.sidmeadows.com/podcast Sid on LinkedInSid on InstagramSid on YouTubeThe Trend Report introduction music is provided by Werq by Kevin MacLeod Link: https://incompetech.filmmusic.io/song/4616-werq License: http://creativecommons.org/licenses/by/4.0/

Strategic planning for nonprofits is more than just a buzzword. It's the foundation that helps organizations clarify their mission, set achievable goals, and measure progress. Without it, even the most passionate teams can find themselves drifting or overwhelmed by day-to-day challenges.

Send us Fan MailWhat happens when one of your best donors gives far more to another nonprofit? These major donor stewardship strategies can help your organization move beyond frustration, learn what influenced the gift, and build stronger opportunities for future investment.On this Fundraisers Friday conversation, Julia C. Patrick and Tony Beall confront a painful fundraising reality: a donor may care about your mission, possess considerable giving capacity, and still make their transformational or legacy gift somewhere else!The wrong response is indignation. The stronger business response is curiosity, gratitude, and an honest review of the donor relationship.Tony advises nonprofit leaders to look beyond their internal database and understand a donor's broader philanthropic activity. “Invest some time in really understanding the full profile of your donor, not just the profile that exists within your organization.”That knowledge can reveal why another organization received the larger commitment. Perhaps there was a matching opportunity, a clearly defined project, a compelling future vision, or simply a direct invitation your nonprofit never extended.The conversation also addresses a common fundraising weakness: under-asking. Rather than surprising a donor with an oversized request, Tony recommends testing the opportunity through language such as, “How would you feel if I asked you to double your investment?” This creates room for an honest response while connecting the proposed gift to measurable community impact.Julia reinforces the importance of giving donors something meaningful to fund: “If we can get your investment, we can do this.” The discussion moves fundraising away from building organizational coffers and toward financing visible results.The co-hosts also examine legacy gifts, balancing immediate fundraising needs with long-term sustainability, and handling donors who expect board influence in exchange for financial support. Key Takeaways:Study donors' broader philanthropic activity, not only their history with your organization.Celebrate gifts to peer nonprofits before asking what motivated the decision.Connect larger requests to specific programs, outcomes, and people served.Test donor readiness before presenting a formal major-gift request.Discuss legacy giving with donors across a wider range of ages.Use a written gift policy to prevent donations from becoming board-level pay-to-play arrangements.00:00:00 When Your Best Donor Gives Somewhere Else00:02:59 Looking Beyond Your Internal Donor Data00:04:05 Celebrate the Other Gift—and Learn From It00:06:38 Moving a Loyal Donor Toward a Major Gift00:08:00 Share the Strategic Plan and Future Vision00:09:42 How to Test a Larger Ask Without Making It00:12:27 When Another Nonprofit Receives the Legacy Gift00:15:05 Under-Asking and Missed Planned-Giving Opportunities00:17:20 Funding Today's Crisis While Building Tomorrow00:18:50 The Five-Minute Call That Changed a Donor00:20:10 When a Donor Wants Influence Over the Board00:22:17 Why Every Nonprofit Needs a Gift Policy#NonprofitFundraising #MajorGifts #TheNonprofitShowFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Beth Fitzgerald, President, Magic House, St. Louis Children's joins Megan Lynch to talk about the benefits of playing has for kids and what the Magic House has planned.

ADHD Ireland is today launching its new strategic plan to assist those living with the condition improving pathways to diagnosis. Speaking ahead of today's launch was Dr Christina Kini-Seery works in ADHD Ireland and is a Researcher in Maynooth University.

You probably know the dream where you need to run and your legs won't obey. Carrie names that dream halfway through her conversation with Tanir Ami this week, and from there it's hard to let the idea go. What Tanir describes, and what the whole nonprofit and foundation sector seems to be describing right now, is the waking version of it.In 2020, leadership looked like a million-dollar check hand-walked to a closed UPS office. Decisiveness was the whole job. The uncertainty was acute but legible: a virus, a curve, a set of immediate needs. You moved, or people died. Today's uncertainty is different. Tanir calls it "quieter." The threats are diffuse, the timelines unclear, the systems shifting in ways that might not surface for months or years. The instinct to charge forward survives. The sense of which way to charge does not.Tanir, in the middle of all this, did the opposite of what the field expected. She narrowed. While other leaders were being told that strategic planning had become too hard to attempt, she and her team spent the year writing one. Not a sprawling, hedge-everything plan. The CARESTAR Foundation's new strategic plan turns on a single sentence: eliminate racial disparities in emergency medical services care across California.The 2026 Insights on Purpose research that anchors this season found that most leaders are making major changes to grantmaking or fundraising, and most are doing it without a strategic plan at all. The reasoning is easy to follow: when the ground keeps moving, why commit to a destination? Tanir's answer runs the other way. When the ground keeps moving, the destination is the only stable thing on the horizon. The path will change. The collaborators will undoubtedly change. The question of what you are trying to alter about the world only gets sharper under increasing pressure.When Tanir shared this new, tighter focus publicly, nobody backed away. They moved toward her. Committing publicly to one specific thing made her easier to find, and the plan turned into an invitation. In this week's Research Brief, Matt Price points the same direction: health-focused nonprofits report the lowest optimism of any subsector in the study, and they are the ones who most need a funder willing to cover work that is, as he puts it, "sometimes under attack."Carrie's dream, the one where you run and stay in place, marks one texture of leadership in 2026. This conversation points to another. Choose one thing, say it out loud, and build the plan around it. The legs start moving again. The dream hasn't ended. You've just stopped trying to outrun it. (00:00) - Welcome to Mission Forward (01:18) - Introducing Tanir Ami (04:42) - Why is Racial Justice so important to Pre-Hospital Care? (05:54) - Reflections on Leadership Today... versus 2020 (13:35) - Reimagining Creativity and Collaboration (16:22) - The Strategic Plan (23:05) - The Ten-Year Retrospective (27:55) - Research Briefs with Matt Price

ODOE's 2026-2029 Strategic Plan is out now, and our guests walk us through the plan, sharing their hopes of how it will strengthen the agency's efficiency and effectiveness as we work as a cohesive unit to address our greatest energy challenges. Guests: ODOE Director Janine Benner and Associate Director for Strategic Engagement Ruchi Sadhir Grounded music by PaulYudin Sound Effect by freesound_community from Pixabay Resources: ODOE's 2026-2029 Strategic Plan: https://www.oregon.gov/energy/about-us/Pages/Strategic-Plan.aspx About ODOE: https://www.oregon.gov/energy/about-us/Pages/default.aspx Oregon Energy Strategy: https://energystrategy.oregon.gov/

www.marktreichel.comhttps://www.linkedin.com/in/mark-treichel/Episode: NCUA's 2026–2030 Strategic Plan: What Changed and Why It MattersIn this solo episode, Mark Treichel walks through NCUA's newly released 2026–2030 Strategic Plan and compares it section by section against the prior 2022–2026 plan. The contrast tells credit union leaders exactly where the agency is going — and which of those decisions are now codified as five-year commitments rather than reversible management choices.What's covered:•        The framework requirements: OMB Circular A‑11 and which 19 items the plan needed to address.•        What dropped out of the 2026 plan: the eight-page economic outlook, dedicated climate-related financial risk objective, full enterprise risk management section, standalone minority depository institution objective, diversity-equity-inclusion language, and the cross-agency collaboration narrative.•        What's new in 2026: AI as a standalone strategic objective, the GENIUS Act stablecoin rulemaking as a performance target, the reorganization codified as objective 3.2, real estate footprint reduction language, merit-based hiring as a deliverable, deregulation quantified at 30 actions, and a chartering automation target.•        The political cycle behind the swings: every administration gets a year after inauguration to issue a new five-year plan, and the language reflects whoever is in office.•        Practical implications for credit unions: AI-assisted exam scoping, the shift of stakeholder-facing work to the regions, what the 27% workforce reduction means for examination dynamics, and how to read the deregulation scoreboard for substance vs. headline count.•        Mark's takeaways: reorganization is now a five-year strategic commitment, safety and soundness remains the North Star, AI in examinations is coming and measurable, the deregulation scoreboard is mostly budget dust with a few real items, and the smaller examiner footprint creates short-term wins and longer-term structural questions.A practical episode for credit union CEOs, board members, CFOs, and senior staff who want to understand what NCUA has actually committed to over the next five years and what to do about it before the next board meeting.About the host:Mark Treichel is the principal of Credit Union Exam Solutions. He spent more than 33 years at NCUA, including eight as Executive Director and over five years on the senior leadership team. He hosts With Flying Colors to help credit unions navigate examinations and regulatory change.

As Dr. Kristine Strickland, Chancellor of Fletcher Technical Community College, proposes in this week's episode, strategic plans are important…if they don't sit on a shelf to collect dust. Rather, as Dr. Strickland shares, strategic plans must be “alive” in daily work and conversations to keep everyone in an organization aligned with the goals and priorities outlined in the strategic plan. Scorecards are one effective way to keep strategic plans alive and a central focus of daily work. Dr. Janet Pilcher and Dr. Strickland discuss how scorecards have kept Fletcher Technical Community College moving toward collective goals. They explore how scorecards help internal and external stakeholders understand where the organization is going, how they are tracking toward goals, and how the work of each individual in the organization supports goal attainment. Listen to hear how scorecards have helped Fletcher take their strategic plan “off the shelf.” Recommended Resources:   Drive Student Achievement with Scorecards, Get Aligned: Strategic Plans, Scorecards, and Measures that Matter Follow Host Dr. Janet Pilcher on LinkedIn: https://www.linkedin.com/in/janetpilcher/ 

Preview for Later Today: Mary Kissel discusses the potential for a humanitarian catastrophe in Cuba following the Castro regime's eventual collapse. She warns that without a strategic plan, the country risks becoming a failed state like Haiti.1962 CUBA

312: Monday Minute: What a Strategic Plan Should Actually Do Welcome to the Monday Minute with Michele—your quick hit of strategy, insight, and actionable ideas to help you move your business forward one small win at a time. Today, we're talking about what a strategic plan should actually do. So stick around—this is one you won't want to miss.   Topics Covered: Need for strategic plan How to use a strategic plan What goes into a strategic plan Contact Michele: Email: Team@ScarletThreadConsulting.com Facebook: Scarlet Thread Consulting Instagram: @ScarletThreadATL Website: ScarletThreadConsulting.com LinkedIn: Michele Williams   References and Resources: Work with Me The Designers' Inner Circle - Become a Member Today    CFO2Go Strategy2Go Metrique Solutions

Saskatchewan Pulse Growers (SPG) launches a new strategic plan with a new focus on priorities with the greatest impact on pulse growers in Saskatchewan, looking ahead to 2030. SPG Executive Director Carl Potts explains the plan is built on direction from its ninemember Board of Directors-made up of farmers. The new plan highlights four key focus areas. AND The Saskatchewan Association of Rural Municipalities is urging rural residents to run for municipal councils and truly make a difference in their communities and make a difference. SARM President Ray Orb says many RMs have vacancies on councils, and this presents an opportunity for individuals to get involved with the issues that directly affect daily life for the people in rural Saskatchewan. SARM has created a new video to discuss some common misconceptions around rural representation.See omnystudio.com/listener for privacy information.

Does your life lack direction? Are you in a rut? If you want to get out of that rut, making a turn to where God wants you to be, this message will be very useful! Chip lays out how to develop a strategic plan for your life.Broadcast ResourcesMessage NotesAdditional ResourcesTake The Real You AssessmentConnect888-333-6003WebsiteChip Ingram AppInstagramFacebookTwitterPartner With UsDonate Online888-333-6003

Has God put a dream in your heart? A dream that you know would honor Him? But down deep in your soul you say, “I don't know how to turn these God-given dreams into a reality.” If that's the case, then join Chip as he shows you how to take those dreams and turn them into reality.Broadcast ResourcesMessage NotesAdditional ResourcesTake The Real You AssessmentConnect888-333-6003WebsiteChip Ingram AppInstagramFacebookTwitterPartner With UsDonate Online888-333-6003

In this episode of the AARC Perspectives podcast, we dive into the development, goals, and impact of the AARC's 2026-28 Strategic Plan with Dan Garrett, CAE, AARC Executive Director, and Dana Evans, MHA, RRT, RRT-NPS, FACHE, FAARC, FNAP, AARC President. This episode also highlights how AARC leadership and staff are working toward the strategic plan's established goals, and how active committee participation helps transform both your career, the profession as a whole, and the organization. Send us your thoughts on this podcastThank you for listening! Learn more at aarc.org 

What does Novi look like in 2050? That's the big question behind this episode.Mayor Pro Tem Laura Marie Casey joins Grant Mayfield from Shockey Consulting and host Sheryl Walsh-Molloy to talk about the Novi 2050 Strategic Plan, a long-term vision for where the city is headed and how we get there.They break down what's being considered, why community input matters, and how residents can help shape the future of Novi.Workshops and engagement events are coming up soon, so now is the time to get involved and share your ideas. Visit https://cityofnovi.org/novi2050/ to learn more

American Dental Hygienists' Association Releases 2026–2028 Strategic PlanBy American Dental Hygienists' AssociationOriginal article published on Today's RDH: https://www.todaysrdh.com/american-dental-hygienists-association-releases-2026-2028-strategic-plan/Need CE? Start earning CE credits today at ⁠⁠⁠https://rdh.tv/ce⁠⁠⁠ Get daily dental hygiene articles at ⁠⁠⁠https://www.todaysrdh.com⁠⁠⁠ Follow Today's RDH on Facebook: ⁠⁠⁠https://www.facebook.com/TodaysRDH/⁠⁠⁠Follow Kara RDH on Facebook: ⁠⁠⁠https://www.facebook.com/DentalHygieneKaraRDH/⁠⁠⁠Follow Kara RDH on Instagram: ⁠⁠⁠https://www.instagram.com/kara_rdh/⁠

Every day in an organization, good work is being done. Ensuring that all this good work is aligned and focused on the same goals and outcomes is what Superintendent Michael Maine of Martin County, Florida calls getting “locked tight,” and Superintendent Maine is a master at this alignment process.In this episode, Dr. Janet Pilcher and Superintendent Maine discuss how getting locked tight has resulted in the success of Martin County School District. Listen as they explore the power of aligning strategic plans, goals, scorecards, and measures that matter; and they talk about the importance of having a strong, united team working together to create this alignment.Recommended Resources:  Measure Impact to Drive Improvement, Drive Student Achievement with ScorecardsFollow Host Dr. Janet Pilcher on LinkedIn: https://www.linkedin.com/in/janetpilcher/

The Office of Special Counsel occupies a complicated place in the federal system; part protector, part enforcer and increasingly, a test of trust for career employees. As demand rises and scrutiny intensifies, OSC is formally defining how it sees that role over the next five years. My guest is Charles Baldis, senior counsel and designee to the acting special counsel at the Office of Special Counsel.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

IVF is under fire. So, what happens when access to IVF is suddenly at risk? How much power should policy have over your ability to build a family? And what can one voice, or one story, really do to protect fertility care for millions?  In this timely episode of Brave & Curious, Dr. Lora Shahine is joined by Danielle Melfi, the new CEO of RESOLVE, who brings a powerful blend of policy expertise, personal fertility experience, and a deep commitment to family-building equity.  Airing at the start of National Infertility Awareness Week, Dr. Lora Shahine and Danielle are talking about the real-world impact of recent legislative threats to IVF, including the Alabama ruling that temporarily halted treatment. They explore how advocacy organizations mobilize quickly to protect patients.  Danielle shares her own egg freezing journey, her background in government and healthcare advocacy, and how RESOLVE is working to expand access, improve patient education, and fight misinformation in an increasingly complex fertility landscape. In this episode you'll hear: [1:41] Meet Danielle Melfi, CEO of RESOLVE [5:45] Why IVF Stopped in Alabama [10:55] What RESOLVE Does [14:15] Fertility Care Coverage in California and Recent Advocacy Wins [19:29] The Power of Fertility Stories [21:48] Restorative Reproductive Medicine Movement: A Threat in Disguise? [23:12] Personhood Bills Explained [36:55] RESOLVE's Strategic Plan [38:31] Get Involved   Resources mentioned:  resolve.org @resolveorg on Instagram   Dr. Shahine's Weekly Newsletter on Fertility News and Recommendations Follow @drlorashahine Instagram | YouTube | Tiktok | Her Books Join the Learn at Pinnacle app to earn FREE CE Credit for listening to this episode! This episode was produced by Audiotocracy Podcast Production.

Psalm 48:1-8, Deuteronomy 30:11-31:29, Luke 19:11-44. It is not surprising, therefore, that cities have always had an important role in the purposes of God In particular, one city has been at the heart of God's strategy for the world

Psalm 48:1-8, Deuteronomy 30:19, 31:8-11, Luke 11:12-41. It is not surprising, therefore, that cities have always had an important role in the purposes of God In particular, one city has been at the heart of God's strategy for the world

Psalm 48:1-8, Deuteronomy 30:19, 31:8-11, Luke 19:12-41. It is not surprising, therefore, that cities have always had an important role in the purposes of God In particular, one city has been at the heart of God's strategy for the world

When you join the iConquer MS community, you're no longer just a patient; you become a research partner. Not just a data point in someone's study. You become the person to suggest the study, to help define the study, and to participate in sharing the outcome of the study. In this week's episode, I talk with the iConquer MS leadership team about what it means to be part of this people-powered research revolution and how iConquer MS keeps people affected by MS at the center of MS research. The National Institutes of Health has just published a Strategic Plan for Disability Health Research. We're sharing all the details. And a research team analyzed data from 20 global studies to determine whether anti-CD20 disease-modifying therapies (Ocrevus, Kesimpta, Briumvi) were cost-effective. We're sharing their somewhat surprising results. And a research team analyzed data from 20 global studies to determine whether anti-CD20 disease-modifying therapies (Ocrevus, Kesimpta, Briumvi) were cost-effective. We're sharing their somewhat surprising results. We have a lot to talk about! Are you ready for RealTalk MS??! This Week: We're talking about people-powered MS research  :22 The NIH has published a Strategic Plan for Disability Health Research  1:15 Researchers determine whether anti-CD20 disease-modifying therapies (Ocrevus, Kesimpta, Briumvi) are cost-effective  6:05 Sara Loud, Stephanie Buxhoeveden, and Hollie Schmidt discuss what it means to put people affected by MS at the center of MS research  12:41 Share this episode  36:26 Next week  36:45 SHARE THIS EPISODE OF REALTALK MS Just copy this link & paste it into your text or email: https://realtalkms.com/449 ADD YOUR VOICE TO THE CONVERSATION I've always thought about the RealTalk MS podcast as a conversation. And this is your opportunity to join the conversation by sharing your feedback, questions, and suggestions for topics that we can discuss in future podcast episodes. Please shoot me an email or call the RealTalk MS Listener Hotline and share your thoughts! Email: jon@realtalkms.com Phone: (310) 526-2283 And don't forget to join us in the RealTalk MS Facebook group! LINKS If your podcast app doesn't allow you to click on these links, you'll find them in the show notes at www.RealTalkMS.com iConquer MS https://iconquerms.org National Institutes of Health Strategic Plan for Disability Health Research https://dpcpsi.nih.gov/disabilityhealthresearch STUDY: Economic Value of Anti-CD20 Therapies in Multiple Sclerosis: A Systematic Review of Cost-Effectiveness Studieshttps://journals.sagepub.com/doi/10.1177/17562864261426816 AbleNOW https://ablenow.com JOIN: The RealTalk MS Facebook Group https://facebook.com/groups/realtalkms REVIEW: Give RealTalk MS a rating and review http://www.realtalkms.com/review Follow RealTalk MS on X, @RealTalkMS_jon, and subscribe to our newsletter at our website, RealTalkMS.com. RealTalk MS Episode 449 Guests: Sara Loud, Stephanie Buxoeveden, and Hollie Schmidt Privacy Policy

LSU President Wade Rousse joined Sports Talk. President Rousse remembered his path to taking the leadership position over the LSU system. He discussed Will Wade's return to lead LSU's basketball program, his relationship with LSU Senior Deputy AD Heath Schroyer, and the mission to develop Louisiana's future workforce at LSU. President Rousse also praised LSU head football coach Lane Kiffin.

Register for the 2016 INTA Annual Meeting at https://inta.org !! In a recent episode of the IP Fridays podcast, I spoke with Deborah Hampton, President of the International Trademark Association (INTA) and Global Brand Enforcement and Trademark Team Leader at the Chemours Company. I am Rolf Claessen and my co-host Ken Suzan and I are welcoming you to episode 173 of our podcast IP Fridays! Today's interview guest is Deborah Hampton. She is the Global Brand Enforcement & Trademark Team Leader at The Chemours Company and is currently serving as the president of the International Trademarks Association. But before we jump into this interview, I have news for you: The US Department of Justice and the USPTO filed a joint statement supporting the right of Non-Practicing Entities (NPEs) to seek injunctions against patent infringers. This position challenges established post-eBay case law, which has made it difficult for NPEs to obtain injunctive relief. The UPC Court of Appeal ruled that security for costs can be provided through specialized insurance policies. This significantly lowers the financial barriers to bringing patent actions at the UPC, as companies no longer need to deposit large amounts of liquid capital as security. Huawei has filed a new lawsuit at UPC Mannheim against twelve Walt Disney Group companies (Ref. UPC-CFL-0000352/2026), asserting EP 3 211 897 relating to transform coefficient coding under the HEVC standard used by Disney+. Two additional suits were filed at Munich Regional Court I. In a parallel action, Huawei is suing Meta and Facebook at the UPC over EP 3 471 419, covering video compression in end devices. This continues Huawei’s strategy of pressuring streaming and platform providers into licensing its SEP portfolios. In a landmark first, the UPC Court of Appeal has referred a legal question to the European Court of Justice (ECJ): whether the UPC has jurisdiction over defendants without a seat in a UPC member state, provided a co-defendant is domiciled within the UPC territory (“long-arm jurisdiction”). The case arose from a dispute between Dyson and Chinese competitor Dreame; the first-instance injunction was simultaneously extended to cover newer Dreame hair dryers. For German companies, this signals a gradual expansion of UPC jurisdiction beyond its territorial borders, with significant implications for cross-border patent strategy. And now let's jump into the interview with Deborah Hampton: Our conversation covered one central question:How must intellectual property enforcement evolve in a world that is more global, digital, and complex than ever before? A Career Built on Intellectual Property Deborah Hampton has spent more than four decades in the field of intellectual property. She began her career as a paralegal in a small IP firm in New York and quickly discovered her passion for the subject. Over the years, IP has taken her around the world. She has worked with leading professionals, governments, and institutions. Her experience reflects a key truth: IP is not a narrow legal discipline. It is a global ecosystem that connects law, business, innovation, and policy. Counterfeiting: A Much Bigger Problem Than Many Think One of the key topics in our discussion was counterfeiting. Many people still see counterfeit goods as a minor issue—cheap handbags or fake T-shirts bought on holiday. But the reality is far more serious. Counterfeiting creates real risks for consumers because products often bypass safety and quality standards. It damages trust in brands and undermines legitimate marketplaces, especially online. The economic impact is also significant. Companies lose revenue, innovation slows down, and jobs are affected. Smaller businesses suffer the most because they often lack the resources to fight counterfeiting effectively. Perhaps most concerning is the link to organized crime. Counterfeiting is not an isolated activity. It is often part of larger illegal networks. From Deborah Hampton's perspective, effective enforcement must address both supply and demand. That includes stronger border measures, better online enforcement, and, importantly, consumer education. The Core Problem: Fragmentation in IP Enforcement A central theme of the interview was fragmentation. Many companies approach IP protection in silos. Legal teams, cybersecurity experts, business units, and external advisors often work separately. Even when they pursue the same goal, their efforts are not aligned. This leads to inefficiencies, missed opportunities, and unnecessary risks. To address this, Deborah Hampton has launched a Presidential Task Force at INTA. The goal is to create a unified approach to IP protection and enforcement. The idea is simple but powerful:Bring all stakeholders together and align strategy, enforcement, and measurement. This includes not only companies and their advisors but also regulators, courts, customs authorities, and IP offices. Only a coordinated approach can effectively address global challenges like counterfeiting. The Changing Role of IP Professionals Another important insight is how the role of IP professionals is changing. In the past, IP work was often reactive and focused on legal protection. Today, expectations are much higher. IP professionals are now expected to: Act as strategic advisors to the business Align IP with commercial goals Manage global and digital portfolios Use data to make better decisions At the same time, new technologies such as artificial intelligence are transforming how IP is managed and enforced. These tools create efficiencies but also raise new legal and strategic questions. Budget constraints add another layer of complexity. Teams must achieve more with fewer resources. In short, IP professionals must become more strategic, more integrated, and more business-focused. Why the INTA Annual Meeting Matters We also discussed the upcoming INTA Annual Meeting in London. For many in the field, this event is the most important gathering of the year. It brings together more than 10,000 professionals from around 140 jurisdictions. According to Deborah Hampton, the value lies in three areas: First, the return on investment is exceptionally high. The combination of education, networking, and business development is difficult to replicate elsewhere. Second, the educational program is extensive. It covers law, policy, technology, and the business of intangible assets. Third, the networking opportunities are unmatched. The meeting creates a unique environment where a year's worth of work can be done in a single week. At the same time, Hampton addressed a sensitive issue: attending without registering. She made it clear that this practice undermines the entire system. Without proper support from participants, events like this would not be possible. A Clear Message for the Future If there is one key takeaway from the conversation, it is this: Intellectual property protection must become more coordinated, more strategic, and more closely aligned with business objectives. The challenges are growing. Counterfeiting is more sophisticated. Markets are more global. Technology is changing rapidly. But the opportunity is also clear. By breaking down silos and working together across functions and borders, companies can protect their IP more effectively and create real value. For IP professionals, this means stepping into a broader role. Not just as legal experts, but as strategic partners in the business. Rolf Claessen: Today’s guest on the IP Fridays podcast is Deborah Hampton. If you don’t know Deborah, she’s the global brand and enforcement and trademark team leader at the Chemours company and is currently serving as the president of the International Trademark Association. Thank you for being on our podcast IP Fridays, Deborah. Deborah A. Hampton: Thank you. Thank you for having me. Rolf Claessen: So you have been in the field of IP for more than 25 years now. How did you get there and where did it lead to you? Deborah A. Hampton: I’ve actually been an IP practitioner for 43 years. I started at a small IP firm in New York; it was my first paralegal position, and I fell in love with IP from the very beginning. This field has allowed me to travel the world meeting some amazing and brilliant colleagues as well as high-ranking government, judicial, and IPO officials. I’ve also worked extremely hard to stay abreast of trends, statutes, precedent cases, and practices that enhance the way we do our jobs. Rolf Claessen: Wow. That sounds really exciting. I didn’t know you’ve been in the field so long. Great to hear that. So I’m personally very interested in the fight against counterfeit goods. Why, in your personal opinion, is it so important to fight counterfeit goods? Maybe you can share your thoughts on why it is important and a little bit about how you do it. Deborah A. Hampton: There are a number of factors that I always take into consideration when it comes to counterfeit goods. Starting with consumer safety, counterfeits often bypass safety and quality standards, putting consumers at real risk. Then there’s consumer trust; fake goods undermine confidence in brands and legitimate marketplaces, especially online. Economic harm is another factor; counterfeiting drains revenue from lawful businesses, weakens innovation, and ultimately costs jobs. Smaller businesses (SMEs) are hit the hardest because they lack resources to combat fakes at scale. The factor that scares me the most is organized crime, as counterfeiting fuels criminal networks and is linked to broader illicit activity. There is also the issue of fair competition, where fake goods distort markets by undercutting compliant, responsible producers. Finally, strong enforcement protects the integrity of the IP system and the trademarks that drive investment, innovation, and growth. It is important to combat the production, sale, and demand for counterfeit goods. At INTA, our anti-counterfeiting priorities focus on customs and border measures, criminal enforcement, online counterfeiting, and consumer education. Our Anti-Counterfeiting Committee leads initiatives to address the production and sale of fakes by monitoring worldwide developments in treaties and legislation and proposing policy recommendations to the board. We also partner with stakeholders to promote cooperation across agencies and borders. Additionally, the Unreal Campaign Committee addresses the demand for counterfeit goods by educating young consumers ages 14 to 23 about the importance of brands and the dangers of fakes. I remember being that age and wanting low-priced goods that looked good, but now I realize I probably wasn’t always getting genuine products. Rolf Claessen: Yes, that helps me explain to friends who buy fake clothes on holiday in Turkey and don’t realize the harm they are doing. You’re also on the presidential task force for unifying IP protection and enforcement strategy. Can you tell us more about who is part of this task force and what the agenda is? Deborah A. Hampton: When I was nominated to become an officer, I immediately wondered what my presidential task force topic would be and what I would wear for the opening ceremonies. The 2026 task force is titled “Unifying Intellectual Property Protection and Enforcement Strategy”. The goal is to eliminate value leakage and risk caused by fragmented approaches to IP protection. We want to deliver a unified global operating model that aligns strategy and enforcement, allowing organizations to work smarter and quantify their impact across all jurisdictions. Many organizations, including my own, currently operate in disconnected silos that sometimes work at cross purposes. The challenge is to maintain internal coordination across all intangible-related aspects. We have many stakeholders—business, security, cybersecurity, outside counsel, customers, the judiciary, and IPOs—all striving for the same goal, but the road we take is not always unified. I hope to build a strong cross-functional partnership focused on protecting all forms of IP, including patents and designs, not just brands. Rolf Claessen: Right, IP includes patents and designs and everything. Most importantly, you are this year's INTA president. What is your agenda for the year and what do you want people in the field to realize? Deborah A. Hampton: As president, I chair the board and steward our strategy and governance. I am also an ambassador, representing INTA globally to IPOs and government officials. My agenda has three pillars. First is the 2026–2029 Strategic Plan, which is the roadmap for our future. Second is my Presidential Task Force on unifying IP strategies. Third is volunteer mobilization; with a new committee structure in 2026, I want to energize our volunteers and recognize their contributions. I want people in the field to prioritize mentorship and professional development for the next generation. We need to ensure young practitioners are prepared to lead. I also want them to embrace the unified approach to IP protection we are advocating. Rolf Claessen: That's a powerful vision. Thank you so much for sharing your insights and for the work you’re doing with INTA. Deborah A. Hampton: Thank you again for the opportunity. I really enjoyed the interview

In this episode of Camel Chat, we take a closer look at the vision guiding Campbell University's future. University leaders discuss the institution's new strategic plan. What it is, why it matters, and how it will shape the student experience, academic excellence, and the university's impact in the years ahead. From strengthening Campbell's mission to preparing students for lives of purpose and leadership, this conversation explores the priorities and initiatives that will guide the university forward. Listeners will hear how the plan builds on Campbell's core values and positions the university to serve students, faculty, and the broader community in meaningful ways.

It's YOUR time to #EdUp with Dr. Kyle Dalpe, President, Western Nevada CollegeIn this episode, President Series #452, powered by ⁠⁠⁠Ellucian⁠⁠⁠, sponsored by the ​ELIVE 2026​ Conference in Denver, Colorado, April 19-22, the ​HigherEd PodCon​ II happening July 16 & 17, & the 2026 AcOps Conference July 29-31 by Coursedog YOUR host is Dr. Joe SallustioHow does a rural community college with 3 campuses across 6 counties serve 4k students with 160 full time employees while building enrollment & infrastructure?Why does employee wellbeing need to be central to strategic planning where leadership balance & support flows down to create student success?What drives a college president with 30 years in higher ed to become a certified yoga instructor as a model for lifelong learning & authentic campus culture?Listen in to #EdUpThank YOU so much for tuning in. Join us on the next episode for YOUR time to EdUp!Connect with YOUR EdUp Team - ⁠⁠⁠⁠⁠ ⁠⁠⁠⁠Elvin Freytes⁠⁠⁠⁠⁠⁠⁠⁠⁠ & ⁠⁠⁠⁠⁠⁠⁠⁠⁠ Dr. Joe Sallustio⁠⁠⁠⁠● Join YOUR EdUp community at The EdUp ExperienceWe make education YOUR business!P.S. Want to get early, ad-free access & exclusive leadership content to help support the show? Become an #EdUp Premium Member today!

This Week:  Your 5-Step Inclusive Strategic Plan The author of the book “Inclusive Strategic Planning for Nonprofits,” talks you through her strategy of kickoff; discovery; prioritization; planning; and, implementation. She makes your plan a valuable, living resource, rather than a … Continue reading →

The Trump Administration has announced its vision for America's future in the second half of the decade, starting in 2026, and running beyond his presidency. Given the cast of characters comprising the Trump White House, it is hard to believe that anything would be of interest to them which doesn't prioritize Israel, though they claim to be “America First”.In the State Department's “Strategic Plan 2026-2030”, Little Marco Rubio lays out a plan for the American Empire to dominate Latin America through exclusionary trade deals, predatory loans, and outright threats. The American Empire is announcing to the world that it has set its sights on South America for domination. Prepare accordingly.—Video ChannelsWatch the video version of Macroaggressions:Rumble: https://rumble.com/c/Macroaggressions YouTube: https://www.youtube.com/@MacroaggressionsPodcastBrighteon: https://www.brighteon.com/channels/macroaggressions/—MACRO & Charlie Robinson LinksHypocrazy Audiobook: https://amzn.to/4aogwmsThe Octopus of Global Control Audiobook: https://amzn.to/3xu0rMmWebsite: www.Macroaggressions.ioMerch Store: https://macroaggressions.dashery.com/ Link Tree: https://linktr.ee/macroaggressionspodcast—Activist Post FamilySign up for the Activist Post Newsletter: https://activistpost.kit.com/emailsActivist Post: www.ActivistPost.comNatural Blaze: www.NaturalBlaze.com —Support Our SponsorsGround Luxe Grounding Mats: https://GroundLuxe.com/MACROReplace Your Mortgage: www.WipeOutYourMortgageNow.comC60 Power: https://go.ShopC60.com/PBGRT/KMKS9/ | Promo Code: MACROChemical Free Body: https://ChemicalFreeBody.com/macro/ | Promo Code: MACROWise Wolf Gold & Silver: https://Macroaggressions.Gold/ | (800) 426-1836LegalShield: www.DontGetPushedAround.comEMP Shield: www.EMPShield.com | Promo Code: MACROChristian Yordanov's Health Program: www.LiveLongerFormula.com/macroAbove Phone: https://AbovePhone.com/macro/Van Man: https://VanMan.shop/?ref=MACRO | Promo Code: MACROThe Dollar Vigilante: https://DollarVigilante.spiffy.co/a/O3wCWenlXN/4471Nesa's Hemp: www.NesasHemp.com | Promo Code: MACROAugason Farms: https://AugasonFarms.com/MACRO—

Most entrepreneurs set goals every year… and most of them fail to follow through. In this episode of the Main Street Business Podcast, Mark J. Kohler and Mat Sorensen break down their proven, real-world process for building a strategic plan that actually works in 2026 and beyond. You'll learn how to think long-term without burning out short-term, why writing your plan down is non-negotiable, and how to reverse-engineer a 10-year vision into realistic one-year action steps. Mark and Mat walk through their exact eight-step framework, covering SMART goals, realistic capacity checks, quarterly execution, accountability, and why sharing your plan with your spouse or board can make or break your success. If you're a business owner, investor, or entrepreneur who wants clarity, focus, and momentum this year, this episode gives you a practical blueprint you can implement immediately. Subscribe for more Main Street business strategy, leave a comment with your 2026 goal, and check out future episodes for execution and scaling tactics!You'll learn:Why most entrepreneurs overestimate what they can do in one year and underestimate what's possible in tenHow to create a clear 10-year vision and reverse-engineer it into realistic 5-, 3-, and 1-year goalsThe importance of writing your strategic plan down and why pen-to-paper thinking changes executionHow to use SMART goals to avoid vague plans that never get finishedWhen taking a step back financially is the smartest move for long-term growthHow to break big objectives into bite-sized, actionable steps you can actually completeWhy quarterly planning and realistic scheduling matter more than motivationHow accountability, board meetings, and sharing your plan with your spouse can dramatically improve resultsWhy your strategic plan should be flexible, reviewed regularly, and adjusted without guiltGet a comprehensive tax consultation with one of our Main Street tax lawyers that can build a tax strategy plan with an affordable consultation that will leave you speechless!! Here's the link - https://kkoslawyers.com/services/comprehensive-bus-tax-consult/?utm_source=buzzsprout&utm_medium=description-link&utm_campaign=main-street-business-podcast&utm_content=msbp605-create-your-annual-strategic-plan Grab my eBook 30 Unique Strategies Every Business Owner Should Know! You don't want to miss this! Secure your tickets for the #1 Event For Small Business Owners On Main Street America: Main Street 360 Looking to connect with a rock star law firm? KKOS is only a click away! Are you ready to get certified in EVERY strategy I teach? Start your journey with a FREE 15-minute discovery call to explore the Main Street Tax Pro Certification. Check out our YOUTUBE Channel Here: https://www.youtube.com/markjkohler Craving more content? Check out my Instagram!