“The term ‘strategy,’ much like ‘quality,’ is often overused and should be applied with precision. ‘The strategy’ should only be used unambiguously when it reflects a clearly defined and singular perspective.”
The Strategy
It’s important to carefully differentiate between the terms “the strategy,” “a strategy” (or “the strategies”), and “a strategic plan.” For a facilitator attuned to rhetorical precision, each of these terms carries distinct meanings. However, many people tend to use them interchangeably, often leading to confusion.
So, what distinguishes a strategic plan from a department plan, a product vision, a project plan, or a team plan? The primary difference lies in their scope. At its core, a “plan” can be succinctly defined with three words (or preferably five): “who does what” (by when). These components of every plan apply throughout every level of an organization (see Holarchy).
When planning, every group and individual need answers to the questions explained in our “Strategic Planning Agenda.”
- Mission (why are we here?)
- Values (who are we?)
- Vision (where are we going? how do we know if we get there or not?)
- Success Measures (what are our measurements of progress?)
- Current Situation (where are we now?)
- Actions (what should we do?—from strategy through tasks)
- Alignment (is this the right stuff to do?)
- Roles and Responsibilities (who does what, by when?)
- Communications Plan (what should we tell our stakeholders?)
The term “strategy” within an organization or division often refers to a set of initiatives, typically organized as either a program or a portfolio. These initiatives consist of approved projects that receive investment funds and help further define the overarching goals. The program’s “strategy” is shaped by the quantity and type of projects within the portfolio. At the project level, “strategies” focus on the specific tactics needed to ensure the project’s success. Meanwhile, the team’s “strategy” involves the tasks and operations necessary to implement the project and support its ongoing operation and improvement.
The meaning of “strategy” is highly dependent on the perspective it serves. Referring to “the strategy” without clarifying its context provides only a partial understanding. To gain deeper insight into operational differences and to facilitate better alignment, consider the organizational holarchy and how each level contributes to the overall strategic framework.
Holarchy of Who Does What
Alternative (upside down) View of the Holarchy (shared purpose, scope, and objectives)
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With Bookmarks no longer a feature in WordPress, we need to append the following for your benefit and reference
- 20 Prioritization Techniques = https://foldingburritos.com/product-prioritization-techniques/
- Creativity Techniques = https://www.mycoted.com/Category:Creativity_Techniques
- Facilitation Training Calendar = https://mgrush.com/public-facilitation-training-calendar/
- Liberating Structures = http://www.liberatingstructures.com/ls-menu
- Management Methods = https://www.valuebasedmanagement.net
- Newseum = https://www.freedomforum.org/todaysfrontpages/
- People Search = https://pudding.cool/2019/05/people-map/
- Project Gutenberg = http://www.gutenberg.org/wiki/Main_Page
- Scrum Events Agendas = https://mgrush.com/blog/scrum-facilitation/
- Speed test = https://www.speedtest.net/result/8715401342
- Teleconference call = https://youtu.be/DYu_bGbZiiQ
- The Size of Space = https://neal.fun/size-of-space/
- Thiagi/ 400 ready-to-use training games = http://thiagi.net/archive/www/games.html
- Visualization methods = http://www.visual-literacy.org/periodic_table/periodic_table.html#
- Walking Gorilla = https://youtu.be/vJG698U2Mvo
Terrence Metz, president of MG RUSH Facilitation Training, was just 22-years-old and working as a Sales Engineer at Honeywell when he recognized a widespread problem—most meetings were ineffective and poorly led, wasting both time and company resources. However, he also observed meetings that worked. What set them apart? A well-prepared leader who structured the session to ensure participants contributed meaningfully and achieved clear outcomes.
Throughout his career, Metz, who earned an MBA from Kellogg (Northwestern University) experienced and also trained in various facilitation techniques. In 2004, he purchased MG RUSH where he shifted his focus toward improving established meeting designs and building a curriculum that would teach others how to lead, facilitate, and structure meetings that drive results. His expertise in training world-class facilitators led to the 2020 publication of Meetings That Get Results: A Guide to Building Better Meetings, a comprehensive resource on effectively building consensus.
Grounded in the principle that “nobody is smarter than everybody,” the book details the why, what, and how of building consensus when making decisions, planning, and solving problems. Along with a Participant’s Guide and supplemental workshops, it supports learning from foundational awareness to professional certification.
Metz’s first book, Change or Die: A Business Process Improvement Manual, tackled the challenges of process optimization. His upcoming book, Catalyst: Facilitating Innovation, focuses on meetings and workshops that don’t simply end when time runs out but conclude with actionable next steps and clear assignments—ensuring progress beyond discussions and ideas.
