Doing a SWOT?

Whenever I’ve done the SWOT, for whatever it might be, I realized the points I would put down got a little confused as I went ahead to complete the SWOT.  Perspective would change even as I thought through the points.  Opportunities and Threats would become confused about who or what I had to focus on.

I realized if we had a framework which guided our thinking with constant questions, it would do so much for the quality of the SWOT, its completeness, consistency of perspective, and relevance.  Here I share a framework for doing the SWOT for an Individual, as well as another for an Organization/Team.

Happy SWOTing!!

1.  SWOT for an Individual

SWOT for:  ________________________________________________

S-trength

Trend

W-eakness

Trend
C

A

S

K

B

<enter here what current Competencies, Attitudes, Skills, Knowledge, and Behaviors, are helping you to achieve what is needed>

+/-/=

<enter here whether trend is ‘+ve’,     ‘-ve’, or ‘flat’>

C

A

S

K

B

<enter here what current Competencies, Attitudes, Skills, Knowledge, and Behaviors, are preventing you from achieving what is needed>

 +/-/=

<enter here whether trend is ‘+ve’,     ‘-ve’, or ‘flat’>

O-pportunity

Need

T-hreat

Need
C

A

S

K

B

<enter here what current Competencies, Attitudes, Skills, Knowledge, and Behaviors, are you working on which will help you to achieve what you expect will be needed.  Look at trends in S and W, as well as any new C-A-S-K-A-Bs you realize that you are working on.>

<enter here for which need a point is an opp-ortunity> C

A

S

K

B

<Look at downward trends in S and W to identify which Competencies, Attitudes, Skills, Knowledge, and Behaviors, might prevent you from achieving what will be needed>

<enter here for which need a point is a threat>

2.  SWOT for an Organization/Team

SWOT for: ______________________________________

S-trength

Trend

W-eakness

Trend
  • Market/Customer – needs, behavior, trends
  • Competencies – includes reservoirs of Knowledge, Skill, Attitude
  • Processes – includes policies, methods, standards, best practices
  • Capacity – includes people, funds, resources, infrastructure
  • Vision – includes values, motives, and beliefs

<enter under each heading what current facts are helping the organization to achieve what is needed>

<enter here whether trend is ‘+ve’,     ‘-ve’, or ‘flat’>
  • Market/Customer – needs, behavior, trends
  • Competencies – includes reservoirs of Knowledge, Skill, Attitude
  • Processes – includes policies, methods, standards, best practices
  • Capacity – includes people, funds, resources, infrastructure
  • Vision – includes values, motives, and beliefs

<enter under each heading what  current facts are preventing the organization from achieving what is needed>

<enter here whether trend is ‘+ve’,     ‘-ve’, or ‘flat’>

O-pportunity

Need

T-hreat

Need
  • Market/Customer – needs, behavior, trends
  • Competencies – includes reservoirs of Knowledge, Skill, Attitude
  • Processes – includes policies, methods, standards, best practices
  • Capacity – includes people, funds, resources, infrastructure
  • Vision – includes values, motives, and beliefs

<enter under each heading what current initiatives are you working on which will help the organization to achieve what you expect will be needed.  Look at trends in Strengths above and Weaknesses, as well as any new Competencies, Processes, Capacity, etc.that you realize the organization is working on.>

<enter here for which need a point is an opp-ortunity>
  • Market/Customer – needs, behavior, trends
  • Competencies – includes reservoirs of Knowledge, Skill, Attitude
  • Processes – includes policies, methods, standards, best practices
  • Capacity – includes people, funds, resources, infrastructure
  • Vision – includes values, motives, and beliefs

<Look at downward trends in Strengths and Weaknesses to identify which of the above (bulleted) attributes might prevent the organization in the future from achieving what will be needed.>

<enter here for which need a point is a threat>

— o —

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Competency, Performance, Achievement, Growth

Over time we all realize that the most important competency we need is the competency to assess competence. Without it we have no hope of leveraging the unfathomable potential of humans towards any achievement, and we become limited in what we can achieve ourselves.

In the beginning of our contributing and being useful in life, we contribute with our own achievements, driven by our own competencies. As we achieve more in response to the perpetual need to achieve more, we reach the thresholds of our own limitations. It becomes imperative then to be able to help others achieve more with their competencies, to stay together on the growth path, growing in what we achieve together.

We shall soon explore how competencies lead to achievements, what are the intermediate stages and steps, and how we can direct them better.