Category Archives: Planning Skills

What the Goal Doesn’t Tell

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“But, can’t we celebrate for just a moment? It has been a good year,” Yolanda was insistent.

“Yes, indeed. Celebrate the moment. And, there were good moments. But, what does that tell you about the future? Achieving this year’s goal tells you the mark in relation to your forecast, which was created a year ago. Where is your current journey and where are you along that path? Achieving your goal in relation to a forecast doesn’t tell you what went wrong that you can learn from. Achieving your goal doesn’t tell you where you could be if you had taken a different path. Achieving your goal doesn’t tell you about the preparations you took, the capacity your team developed, or didn’t develop.  It doesn’t tell you how good your competitors are, what the market was like or if you have the right people.  It doesn’t tell you who, on your team, has potential.  It’s fine to have the goal as a mark, but focus on the things that drive the goal.  Those are the rich moments in your journey.”

The Frame of the Plan

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“You set me on a path to think more clearly about the future in our planning,” Kylie informed me. “But what I am thinking, might not be finished in the timeframe of this plan.”

“Extraordinary achievement is not the goal, which may be outside of the timeframe of your plan. Extraordinary achievement is a way of life. It is the journey toward the goal.”

“But my Board wants me to have a plan for next year, in fact, they want me to have a plan for next quarter,” Kylie was stumped.

“Yes, to achieve something extraordinary, your company has to be in a healthy state. Next quarter requires solid action. But, if all you ever think about is short term results, eventually your success will be short termed. If all you ever do is the minimum, pretty soon, your minimum becomes your maximum.”

New Patterns

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“A blank sheet doesn’t give me much guidance,” Kylie announced.

“Agreed,” I replied. “But if you are going to create unconventional results, you have to think differently. Creativity is all about the future. If we could be creative simply by thinking about the past, we would all be successful. But, we’re not. Only those who imagine the future will create it.”

“I am still stuck with a blank sheet,” Kylie repeated.

“You are very good at analysis. Think of all the elements that might impact your future, things like market trends, regulation, labor, technology. Think about where those are headed, what is their direction? What events might bend their path? Then what happens? Draw those trajectories onto the edge of your blank sheet. See where they intersect.”

“My blank sheet isn’t blank anymore,” Kylie smiled. “In fact, it is become cluttered with new patterns.”

Spend Time in Chaos

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One foot in order and one foot in chaos. It is important for a company to get good at something and be able to deliver that in an efficient manner. That’s order.

Simultaneously, a company must spend time improving its product or service, discovering a new product or service, finding a new market segment. That’s chaos.

A company cannot sock away all the fruits (profit) of its labor. Some of those fruits have to be reinvested in chaos. It seems counterintuitive, sometimes unproductive, often painful. But it must be done, because eventually, your market will demand it.

Before Someone Finds Out

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Saul was reluctant.  “Okay, you want to know what the work is for a project manager?  I’ll tell you.  You show up early, before everyone else, so it’s quiet and you can think.”

“That’s a good start,” I replied.  “What do you think about?”

“You get out the first project folder.  You don’t even have to open it,” Saul chuckled. 

I looked at him sideways.  “You don’t have to open it?”

“Of course not.  You already know what’s inside.  You better know what’s inside.  You sit there, in the quiet and think about what is going to happen today.  It’s a rehearsal.  What is going to happen, step by step?  Until you hit that ‘Oh, shit’ moment.  You imagine what you forgot yesterday that is going to settle out today.”

It was my turn to smile.  “It’s early in the morning, so you still have time to fix it.”

“Well, yes, fix it, of course,” Saul was deep in imagination.  “But, more importantly, fix it so no one finds out that you forgot something important.”

“So, that’s what you want your project managers to do?  Show up early and fix things so no one finds out?” I asked.

“Oh, hell no,”  Saul replied.

What’s the Work?

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“What’s the work?” I asked.

“What do you mean?” Saul replied.

“You are trying to figure out how come every person you put in this role, underperforms,” I explained the question.

Saul shook his head.  “Look, it’s a project manager role.  They are supposed to handle things.  They get the estimate from the preconstruction department.  There is stuff they have to buy out, including subcontractors.  They have a project due date they have to back into.  How hard could it be?”

“Apparently, it’s harder than you think,” I nodded.  “For you, it seems easy, at least easy for you to spot when things aren’t going so well.  But, if every person you put in the role seems to fail, maybe the problem isn’t the person.  Maybe the problem is you.”

“I’ve been a manager at this company for seven years,” Saul seemed a bit prickly.  “Over the years, we’ve had some great projects.”

“Yes, but how many great project managers have you had?  And, the great projects, were they really that great, or do you only remember the ones that had a great margin already built in?”

“If you really have a beef with who we get as project managers, maybe you should talk to HR, they’re the ones who serve up the candidates.”

“I’m not talking to HR.  I am talking to you,” I said.  “I can’t hold HR accountable for the output of your project managers.  You are the one I hold accountable.”

Saul stopped.  His eyes looked up, but no answers there.  “If you are going to stare me down, where do you think I should start?”  It was a question, but with a chill of challenge in it.

“What’s the work?” I asked, for the second time.  “It’s all about the work.”

Act of Creation

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From the Ask Tom mailbag –

Question:
I see the guidelines for creating a vision, but it seems a little far-fetched. Actually, I think most vision statements are far-fetched. They are too vague, or too warm and fuzzy. They describe a world that doesn’t exist.

Response:
Exactly, a world that doesn’t exist. Planning is about creating the future. And you are right, most vision statements are too vague. A vision statement should describe a specific point in time and should be detailed, rather than vague. Whenever I write a plan, my vision statement is often the longest part of the whole plan. It is detailed in its description of how things look and how things work. The more descriptive the vision, the easier the rest of planning steps flow.

What Gets You Out of Bed?

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Question:
You said the first step in planning is NOT goal setting. But when we plan, we sit around the table and set goals. What did we miss?

Response:
The biggest problem in planning is the “shoot from the hip” goal setting exercise. Setting goals are important, and there are two critical steps that come first.

In my younger days, my alarm would go off at 3:30a. In a groggy stupor, I would sit up and reach for the clock. Something kept me from sailing it across the room. Something kept me moving, out of bed, lacing my shoes for a 15 mile run to the beach and back. It was NOT the goal of running 15 miles. In fact, the thought of running 15 miles at 3:30a was about as negative as I could think.

I was training for a marathon. And the one thing that moved me forward was NOT the goal of 15 miles for the day, not even the goal of completing the marathon. The only thing that moved me forward was the vision of me, crossing the finish line.

The first step in the planning process is to create a clear and compelling vision. It is the only tool, for the manager, to paint a picture of the future, to create enthusiasm and excitement in the team to go forward.

Yes, I was quite dapper, hair in the wind, tape across my chest, crowd cheering me on, slim in my running togs. Shoes laced, out the door, training for a marathon. The first step in planning is to create a clear and compelling vision.

Current Goal, Five Years Ago

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From the Ask Tom mailbag –

Question:
It seems that long term goals are hard to articulate. In setting long term goals, would you agree that they are by nature more ambiguous? Should we worry less about being precise?

Response:
A long term goal, by its nature?

Five years ago, our one year goal was a five year goal. What has changed in the four years between?

The goal has taken shape, become clearer, better defined, more concrete. It has also taken turns and twists, met with contingency and unexpected, yes unintended consequences. It is now more certain, less left to chance. Murphy has less time to play.

It is the Time Span of Intention, the most important judgment for a Manager, to determine those things necessary in the future.

Ambiguous?

Precise?

Things Change

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Krista had a sheepish look on her face when I asked to see her list of goals for the next three months.

“I don’t really have a list,” she said. “I mean, I know what I am supposed to do. I keep it in my head.”

“Then how do you organize your list, if you don’t have it written down? How do you share your goals with other people? How do you change and update them? Most importantly, how do you make decisions about goals?”

“Well, when I started this job, my manager explained things to me. I had a job description and I signed off on it. Is that what you mean?”

“How long ago was that?” I asked.

“About two and half years ago,” she replied.

“Your customers have changed, your market has changed, technology has changed, regulations in your industry have changed, your team has changed. Do mean that your goals have NOT changed in two and half years?”