At the end of this month, we will engage staff to workshop through changes to our Vision, Mission, and Values.  My hope is that this exercise will guide us through the balance of our 2012-2014 Strategic Planning process.  We will also be putting our minds to how to best share this information with our stakeholders and get them involved.

I’ll use a pseudo-reporter format to answer some questions that our stakeholders might have about our strategic planning process.  These questions have come to me via one of our staff members.

Q.  Who are you involving in the planning session?

We are gathering a small number of staff to join the Leadership Team this year.  The staff invited are being asked to represent their department within the organization but also, more importantly, bring an interest and desire to think outside of their area, and contribute to some bigger-picture thinking about who we are, and what we can be.

Q. What are you hoping to accomplish by the end of the planning session?

Two things.  First, many missions/visions/value statements can be good ones.  They will share a common capability to articulate what an organization can be (the vision), what it actually does (its mission) and what kind of culture is important to bring to the task (its values).   It isn’t easy, but even good strategy – if I can use that comprehensive word for mission/vision/values – can be outstanding if it is implemented well.   Second then, by involving people in the strategy’s creation, I hope that we can really make this our own, and with that sense of ownership, take implementation further, faster than we ever could by doing this a different way.

Q. What do you see as the challenges to this process?

Frankly, it’s easier for all of us to think that what we have been doing is exactly what we could, should, and will do in the future.  That’s only human nature.  It will be a challenge for all of us who are pretty close to our work to think about what we are good at, can be great at, and how we best apply our talents to protection of BC’s consumers.

Q. You have been the CEO of Consumer Protection BC for 10 months now.  What changes would you like to see to the Vision, Mission and Values of the organization?

That’s a trick question!  I have some ideas, and those are definitely informed by still being a new-comer to the organization.  But I also know that some of those ideas need cold water poured on them.   And that we need to come to a shared agreement on any changes that I would like to see.   All that said, I’d like to see that our mission, vision, and values are truly inspirational, and can enjoy wide support.  I also see some great assets of the organization that we need to leverage more.  Hey, the name says it all – Consumer Protection – that’s pretty important to people!

Q.  How will a revitalized Vision, Mission and Values benefit BC consumers and our licensees?

The benefit will be that we target our resources on the things that we can be best at and that are most important.  We will bring a renewed commitment to working with our licensees to help them offer the very best to consumers.

Q. What is next after this process?

Once we have our first meeting, we will share the results with different people – remaining staff, and the balance of our stakeholders.  Our Board of Directors will approve any changes during the fall.

Q.  If this planning session had a theme, what song, book or movie would it be?

I’d say “Oh the Places You’ll Go!” by Dr. Seuss.