Inspired Thinking: Long-Range Planning

  • February 13, 2018

  • The Ritz-Carlton Leadership Center

“You’ve got to eat while you dream. You’ve got to deliver on short-range commitments, while you develop a long-range strategy and vision and implement it. The success of doing both. Walking and chewing gum if you will. Getting it done in the short-range, and delivering a long-range plan, and executing on that.”
— Jack Welch, former chairman and CEO of General Electric

The Ritz-Carlton Leadership Center:
Long-range planning can be the difference between hitting a goal or looking back at how you missed the achievement. How many times have you created a goal and 52 weeks later asked, “Where did the time go?” Being able to focus on the long game but make incremental wins along the way takes planning and effort from everyone in the organization. The Ritz-Carlton uses Franklin Covey’s “Wildly Important Goals” (WIG) formula for keeping our focus on the big prize, while making small accomplishments along the way.

We measure actions and align them in the direction we want to go. Long-range planning is core to our brand. When we reach our goal, it’s not a surprise—because we paved a clear path together. Do your teams all use the same map?

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