“Why is Vision so important in the planning process?” I asked.

Brent was thinking, but the answer wasn’t coming to him.

“How excited does your team get over the goals you set?” I continued.

“Well, it’s work. How excited can you get about work?” Brent replied.

“Exactly. So, what’s the one thing in your plan that your team can get excited about?”

Brent closed his eyes, then opened, nodding, “The vision.”

“And that’s why the vision is so important. It’s the only part of your plan that creates energy, entices people, engages people. Goals are nice, but that’s not where the electricity is.”

Miriam crept into the conference room so as not to disturb the rest of the meeting. Everyone was working hard on their business plan for 2010. “I’m having a bit of trouble,” she said. “I know all the steps for the plan, but I am just stuck.”

“What have you done so far?” I asked.

“Step one was the purpose. We know the focus for the project, what problems it is supposed to solve. Then, I created the vision. And that was easy. I think I got it all captured in a couple of sentences. It’s the rest of the plan that I am having difficulty with.”

“Interesting,” I replied, “that you can capture the detail of your vision in two sentences.”

“Well, you are right,” Miriam confessed. “There isn’t a lot of detail, but I thought it would be better if it was short.”

“Miriam, here is the way the vision part of the plan works. The more detailed it is, the clearer the images are, the easier it is to write the rest of the plan. Instead of two sentences, write two pages. I want to know who your customers are and what services you provide. You probably have more than one customer segment, tell me how they are different and how your services to each are different? Tell me what position you hold in the marketplace, what your market share is? Who are your competitors? Tell me what your competitive advantage is, what are your core competencies? Who are your key personnel, how do you find them, how do you grow them? Tell me about your facilities, your plant? How do you control quality? How do you guarantee performance?”

“We need to put a plan together,” Karlyn declared. “Let’s meet in the conference room and set some goals.”

“Sounds great,” I replied. “But what are you going to set the goals for? I need to know a few things before we get to setting goals.”

“Like what?” she pushed back.

“Karlyn, do you remember that multi-track project last summer. You had five teams working on simultaneous tasks for two months. In the end, you were missing two major pieces, but you had used up all your budget. Two of the teams went off on a tangent and created stuff that turned out to be useless.”

Karlyn went silent. “I was lucky I didn’t get fired over that one,” she finally admitted.

“What went wrong?” I asked.

“We never clearly understood the purpose of the project and spent a lot of time and money on things that didn’t matter.”

“And why didn’t you understand the purpose of the project?” I pushed.

“I guess we were moving so fast that we didn’t stop and ask. We knew it was a fast track project with tight deadlines, but we didn’t go slow enough to make sure everything we did was necessary.”

“And how do you know if something is necessary?”

“That’s why we have to define the purpose for the project. Before we can set goals, we have to make sure we understand the purpose.”

Lots of response to this morning’s blog post about My 2010 Business Plan, our current Subject Area at Working Leadership Online.

Sometimes as Managers, we talk out of both sides of our mouth. We understand the benefits of planning, but we also have a litany of excuses why we don’t plan more often. Over the last 15 years, we have created a bullet-proof planning model that blows away the excuses. And if you are willing to do the work, we will share this model with you for FREE.

If you have a manager (or if that manager is YOU), that would benefit from using this process, follow this link to get a Free Trial to Working Leadership Online.

Your Free Trial membership is good through January 31, 2010. It includes full access to our online learning platform. In this Subject Area, you will:

• Understand why planning is important and where it can be useful.
• Understand what prevents us from planning more often.
• Understand a model of planning that helps us be more effective in planning.
• Create a 2010 Business Plan.

We are holding only a limited number of slots for this Free Trial. Looking forward to seeing you online.

From Working Leadership Online.

In our most recent Field Work assignment, we are working on My 2010 Business Plan. Part of the work is creating the plan. The other part is the conversations around the plan.

Question:
This is going to be a tough assignment. We are just a division of a larger parent company that doesn’t have a digestible business plan to subordinate our plans to.

Response:
The fact that your parent company does not have a digestible plan is not unusual. And it does make it tough to understand the context for your plan. And that’s the point, to examine these deficiencies and make some improvement. If you are the only person in the company to create a plan for your team inside of a department inside of a division inside of a parent company, then we have made one small step toward improvement. And the biggest result of this planning effort will be in your team and your department. And YOU will be a more effective manager for it.

“And the next step in your musing about next year?” I asked.

“At some point, the musing stops,” Lauren replied. “With our vision clearly described, we, now, have to get specific. We have to lay in some goals. The mood turns to targets, checkpoints, outcomes, benchmarks, whatever you want to call it. It’s a goal. Something at a specific Quality standard, at a defined Quantity, within a Time deadline, with specific assigned Resources. QQTR.”

“And who sets these goals?”

“We set them together, each person according to their Time Span of Discretion,” she continued. “My goals have longer Time Spans than our managers. Our managers’ goals have longer Time Spans than our supervisors.”

“And what if there is disagreement on what the goal should be?”

“In the end, we have to be in agreement about the goal, but, as the manager, it is my job to set the context and support why the goals are necessary. The accountability is up to me, to determine the tasks and activities of my managers and supervisors.”

“What’s the next step in the planning process?” I pushed. “How do you know that your vision makes a connection with every team member?”

“Simple,” Lauren replied. “I ask them. I know it is quite a novel idea. You would be surprised what you can learn about a person by asking a few questions.”

Her sarcasm brought a smile, so I played along. “Really? Asking questions?”

“So, I call a team meeting,” Lauren explained. “The subject area is planning, and we talk about the vision. I draw some circles and arrows, label a few things about my vision, and then ask them to fill in the white space. And we talk. As we talk, the picture on the flipchart gets messier, and the vision becomes clearer.”

“And then?”

“And then I stop. I stop and send them away. The next step requires thought and preparation. I want them to do that on their own, before our next meeting. The vision describes the destination. They have to figure out how we are going to get there. They have some decisions to make.”

“This musing, you describe, your first step in the planning process. How do you carry it to the next steps of planning? How does it help?” I asked.

“That’s why it’s so helpful. I used to sit down and start setting goals, but I gotta tell you, if you don’t know where you intend to go, you don’t know if a goal will keep you on track or lead you astray,” Lauren began. “Some people call it, creating a vision. And that’s fine if you are a visual person. But my musing about the future contains visual elements, sounds, smells and feelings. When I begin talking with my team about where I intend to go, I have to be able to touch everyone in the group in a way they can see it, hear it and feel it.”

“Since you feel so strongly about this part of the planning process, tell me more about your musing?” I asked.

“Some people get stumped by starting on the wrong foot,” Lauren explained. “They sit and try to think of all the things they could do. My problem is that, as fast as I can think of something I could do, I can also think of about five reasons why it’s not possible.”

“Yes,” I replied. “One of your strengths is to anticipate obstacles before they occur, so we can take evasive action early. Tell me how you keep your mind from killing your ideas before they can take off. It must be a struggle.”

“That’s the thing. I don’t struggle. I just skip it,” she continued.

“Skip it?”

“Instead of trying to figure out what I could do, I just skip to the end, to where I have already completed the goal. And with that goal already accomplished, I simply imagine the world, then. And as I imagine, I ask myself if that is the world I intended to create?”

“What do you mean?” I asked.

Lauren was in a good mood. “I mean, I don’t think planning begins with setting goals. I think there is a lot that comes before, and for me it’s the best part. Setting goals is very specific. It takes work to set out precisely what we intend to accomplish. Before that, I like to muse.”

“Is that a management term, muse?”

“Not really. I think it has to do with vision, but I like the word muse. It is truly an exercise in imagination. And if I take it too seriously, it takes all the fun out of it. What do I think next year will bring? And in that environment, what do I intend to make happen?”

“Is this an exercise in solitude?”

Lauren stopped to think, “In the beginning, yes. Before we begin a discussion, with my team, it’s just me. At the same time, I encourage my team to be thinking the same way. Go someplace quiet and just think for a while. What do I intend to make happen?“