When the going gets tough the tough get - more strategic.

In uncertain times, businesses everywhere struggle to build winning strategies. And anyone trying to manage a career at the moment is wise to do the same.

Strategic planning in the corporate world is generally a team effort. It begins with an analysis of the current situation and of the factors affecting the organization's growth, general economic conditions, for example, resources and capabilities, limitations and strengths. A vision is articulated, a course of action decided upon, resources allocated. Implementation plans are put in place. Progress is constantly monitored.

Personal strategic planning follows a similar pattern, though mostly it's a solitary exercise. Again, it begins with an analysis of the current situation and the factors likely to affect career advancement. Personal resources, capabilities, limitations and strengths are assessed. A vision is articulated. Goals and objectives are defined. A plan of action is decided upon. Implementation occurs as you put one foot in front of the other, working toward your stated goals, constantly monitoring your progress.

A strategic plan, like any comprehensive plan, is founded on a solid base of information. To execute one, you have to become a "knowledge worker" on your own behalf.

One key area of study is the your local labour market. This is the context, the backdrop against which your strategic career plan will be implemented. You'll need a grasp of the sectors and industries that function in your geographical area, how they complement each other and overlap, their role in the country's overall economic activity. You also need to know how the economy works and the factors that affect change.

A regular review of business magazines and the business pages of newspapers can help build this base of information. On a Canadian government website, www.canadianeconomy.gc.ca you'll find information and links to relevant economic data.

The motivation behind a strategic plan is the personal vision, the dreams and aspirations of the person who writes it. If you're one of the lucky few, born with an avocation, this will come to you relatively easily. If you're not, survey your inner landscape to discover what makes you tick, what job satisfaction looks like to you, what sort of work and lifestyle you want.

Think about success and what it means to you. Be specific and use your unique perspective as the guiding force. As actor Harrison Ford points out, it's not smart to "try to imitate the success of others. You've got to find success on your own terms."

Take a flight of fancy to the end of your working life. Imagine that a local newspaper is planning to write about you and a reporter has come to interview you about your career. What gave you the greatest satisfaction during your working life? he asks. What gave you a sense of pride? Think deeply about this. Years from now, when you look back on your career, how do you want to measure your contributions?

Once articulated, let this insight sit for a while before reviewing it. Then fast-forward to today and write a personal mission statement to give your plan purpose and meaning.

Before allocating resources to bring your plan to fruition, you need to inventory your assets. Most obvious are material resources: money, income and property. But you have other assets, as well. Your capabilities and personal attributes like stamina, initiative and tenacity, for example, the people in your life who support and believe in you. Include these assets in your inventory.

Note your limitations, as well. What threatens to hold you back? Be honest, but have someone you trust review this list to be sure that you're not being too hard on yourself.

Take stock of your financial situation. Look at the money coming in, the money going out. Create a budget. Look for efficiencies, especially if your plans include retraining or if a period of unemployment is likely.

Write an action plan. The power of goal setting doesn't come from merely thinking about what you'd like to do and setting a timetable. Goals become tangible once written down. Make several lists. What do you want to accomplish in a year's time, in two years time, in five years? Keep your goals handy and review them often.

While no two people implement a personal strategic plan in exactly the same way, there is a common factor. Everyone has to find the volition, the commitment and the drive to see the process through.

But why bother, some of you may ask, when everything could change tomorrow?

A strategic plan is a road map, one that you draw in the first place and can change at any time. Constantly monitor your progress and remain flexible. By recognizing the changes reshaping your corner of the workplace and anticipating what they're likely to mean to you, you can adapt and fine-tune your strategies, as needed.