MANAGE & LEAD
this after you have conducted your other analyses . One reason is that many agencies spend months trying to craft the perfect statements , endlessly word-smithing , only to find out there isn ’ t a way to execute the mission . While it will likely appear at the beginning of your written plan , there ’ s nothing wrong with completing it at the end and making sure each of the other functional plans contributes to the overall organization ’ s vision , mission , and goals . If they do not , it ’ s easier to go back and make changes to those sections than to try to come up with a new vision statement .
While it ’ s certainly not easy to complete the strategic planning process , think of the many benefits to the agency . Employees will have a better understanding of how they fit into the agency ’ s future . Having a written plan facilitates
annual joint planning with your key company partners . It helps you evaluate new opportunities when they emerge to see if they will enhance your ability to achieve your goals or cause you to take a step backward . When the unexpected happens , like the sudden death of an agency owner or the emergence of a global pandemic , your plan may have to be adjusted , but it will still provide a track on which to run . Put the plan in the glove box , so future owners will know where to turn when they need guidance . It ’ s the least we can do for them .
Cheryl L . Koch , MBA , CPCU , CIC , ARM , AAI , ARM , AIM , AIS , API , ARP , AINS , ACSR , AFIS , MLIS
CEO of Agency Management Resource Gwroup
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