I had dinner with Peter Schutz the other night. Peter was the CEO of Porsche from 1980-1988. He helped me kick off one of my executive groups in 1996. I hadn’t worked with Peter since 2001, but Peter is the kind of person, you immediately feel like he has been your best friend all your life.

He was talking about the difference between the democratic process and a dictatorship. Funny, even as CEO of Porsche, when he was in the pit at a race like Le Mans, if he got in the way or his assistance was needed to grab a tire or a wrench, the orders were barked and by golly, he complied. He didn’t just comply. He enthusiastically grabbed the tire and delivered it portside to the car, and just in time, because there wasn’t any time to waste.

Was the action in the pit a democracy or a dictatorship?

The answer, tomorrow. What do you think? -TF

Rory sat at his desk, an adding machine with paper tape streaming down to the floor.

“What’s up?” I said, trying to break his concentration.

“Oh, man. I have to put a budget together. I’ve never had to do this before. I don’t even know where to start.”

“Where does any plan start?” I asked.

“In class, you said we should always start with vision, painting a vivid picture of the future, but this is a budget. This is all numbers.” Rory was bordering on whining.

“You still start at the same place,” I said. “The first step is visualization. You have to imagine all the colorful detail, the smell of the room, the focus of light, the heat of the moment. It is only when you have a very clear picture of the future that you will remember all of the detail for all the things that need to go into the budget.”

The wheels were already turning. I was losing Rory in his own imagination. His eyes were tracing images of this picture inside his mind.

“The more detail in your vision, the more likely you will imagine the resources required to create that picture.” I backed out of the room. Rory was on his way.

Marion put the final touches on her plan for 2007. Impressive, detailed, some 10 pages in length.

“Brilliant!” I exclaimed, with all the enthusiasm of a Guinness commercial. “Very articulate. How long did it take for your team to put this together?”

Marion sat up with pride, “Why, thank you, but I have to take most of the credit. I worked over the weekend. I mean, I am sure that some of the ideas came from my team, I mean, if I had asked them, I am sure they would agree with most of the plan.”

“So, has your team seen this plan, yet?” I asked.

“No, we’re under a pretty tight deadline. I didn’t want to bother them.”

“So, exactly when do you want to take the time for your team to talk about it?”

“Well, you know my team, once they start talking about it, they will spend all day.”

“So, exactly when do you want to take the day for your team to talk about it?”

“Well, we really don’t have that kind of time, just talking about it, you know?”

I nodded in agreement. “I know you don’t have the time to spend, but you will spend it nonetheless. My question is when do you want to spend it?”

“What do you mean?” Marion asked.

“I mean, do you want to spend time talking about the plan when you are planning or when you are in the middle of a crunch-tight deadline for your customer?

“Here’s the story, Marion. Your team will participate in the thinking that goes into this plan. They decide that. All you get to decide is when. You can decide for them to participate on the front end, or they will decide to participate on the back end.” -TF

We were six hours into the planning session. We had covered a lot of territory, lots of flipchart pages on the wall. Several items had emerged in three areas that were deemed important by the group. The ideas were good, but I still wasn’t happy.

Gordon had been quiet most of the afternoon, but as we circled the table for comments, he wasn’t shy. “I will be very interested to see how you take all of these ideas and turn them into something we can work with,” he said.

My heart skipped a beat. I had seen many planning sessions get stuck at exactly this point. There were lots of good ideas recorded on the wall, but in the end, what would come of those ideas? Gordon was serious because he had seen it, too. Lots of energy, high fives, but few results.

I took Gordon’s curiosity, not as a challenge, but as permission to move to the next step. This group wanted to make some things happen, but without some very specific work, all this planning would be wasted.

“Q-tips,” I said, reaching in my pocket. I pulled out a handful of the cotton tipped swabs and tossed them on the table. “The next step is Q-tips. For each idea that you are serious about, we simply have to define the Q-tip. We have to define the Quantity, the Quality and the Time period. QQT.” -TF

“We have to find a purpose that has us?” Rachel was confused. “I’m not sure I understand. We are trying to do strategic planning for 2007. I get that we have to define our purpose. I know that purpose will drive the rest of the plan. But you make it sound like that purpose has to be some powerful compelling force. We bake bread.”

“Exactly!” I said. “What kind of bread do you bake?”

“Well, we bake all kinds of bread.”

“So, why do you bake bread?”

“I don’t understand.” Rachel’s head was moving from side to side. She wasn’t disagreeing, but she was having difficulty with the question.

“Why do you bake bread?” I repeated.

“Because our customers buy it.”

“And, why do your customers buy it?”

“Well, bread is consumed at almost every meal in some form or another. People eat a lot of bread. It’s a comfort food.” Rachel was trying.

“Why is bread so important to people?”

“It’s just part of life, bread goes with everything. It’s universal. Around the world, all cultures eat bread. When people get together, they break bread. It’s almost a bond between people.”

“And do you bake quality bread?” I asked.

“The best,” Rachel smiled. “Hot out of the oven, warm, soft, drizzle a little honey on it, just the smell of it makes you feel good.”

“Rachel, you are on the right track. Somewhere in what you describe is purpose. Somewhere in there is vision. Somewhere in there is mission.”

“It’s funny you should say that,” she said. “In the hallway is our mission statement, only it’s just a picture, of a steaming loaf of bread emerging from an oven door.”

What is your company’s mission? If you were to take a picture, what would it be a picture of? Post a comment below. -TF

“Why do you think you never looked at your plan this past year?” I asked. Rachel was quite interested in making her 2007 plan different.

“I’m not sure,” she replied. “It was almost like it didn’t matter. We could re-read it and talk about, but it still didn’t seem to matter all that much.”

“That’s why purpose is so important. That’s why purpose is the first step. Purpose drives the rest of the plan. Without a well defined purpose, your plan will be uninteresting and just sit on the shelf.”

“So, we really need to have a purpose,” Rachel was nodding, enthusiasm creeping across her face.

“No,” I said. Rachel’s face turned quizzical. “You don’t need to have a purpose. You need to find a purpose that has you. You need to find a purpose that has a hold on you so tight that you can’t stop thinking about it. You need to find a purpose that captures you. When you find that purpose, you won’t have any problem pulling your plan off the shelf and working it.

“Find a purpose that has you.” -TF

“Why and which?” Rachel repeated. We had been talking about planning. Come the first week in January, Rachel had to present her 2007 plan to the rest of her management team.

“How did you approach this plan last year?” I asked.

“I’m not sure, seems like we just got the group together and set some goals for the year.”

“Interesting. And, how did that work out?”

“It’s funny,” Rachel said. Her eyes wandered to the ceiling. “We never really looked at them again, until last week when I started thinking about 2007.”

“Did you accomplish any of the things you set out to do?”

“We knocked a couple of things off the list, but I have to tell you, some of the stuff didn’t even matter. It was really kind of vague.”

“So, why did you create the plan?” I asked.

“Because we were supposed to,” Rachel replied.

“So, you never really asked the question –why-?”

“Maybe, you are right, that is the first question.”

“I am just not sure where to start,” said Rachel. “We have to start working, now, toward a planning meeting scheduled for December. This is important, but I am not sure about the first step.”

“Think about the journalism questions that every reporter must ask,” I instructed.

Rachel started working these over in her head.

• “Who?
• What?
• Where?
• When?
• How?”

“There are two more questions,” I prompted.

• “Why?”

“The last question is the tough one, escapes most people,” I lamented. Rachel finally shrugged her shoulders.

“Which?” I responded. “So, which of these questions are strategic?”

Again, Rachel began to test each of the questions. None passed the test until she arrived at why and which.

“Most managers spend their day thinking about what and how, but first, we have to look at why (purpose) and which (strategic decisions based on purpose).”

During the next 60 days, as a manager, you are likely to participate in either tactical planning for 2007 or strategic planning for 2008 and beyond. Remember, the first questions are about purpose and direction. Ask why and which, before you ask what and how. -TF

The planning session was almost over. The team energy was pumped up. Well, all except for Audrey. Her expression was only remarkable in contrast to the upbeat tempo of the rest of the team.

“Audrey, what do you think?” I asked. She was startled, the question was unexpected.

“What do you mean?” she said.

“You are a senior member of this team. You have been around. We have been working on this plan for a couple of hours, what are we missing?”

Though Audrey had been thinking, she had not prepared herself to share these thoughts.

“You are right. I think we are missing a big step here,” she finally said. “I have seen plans like this fail before. Here. In this company. The plan sounds good. It is a worthy target, but we have to get there. We can get all excited, give stump speeches to all of our work groups, but until we translate.” She stopped. “Yes, that’s the word. Translate. We have to translate this plan into the things we do every day to make this happen. If we don’t figure that out, time will go by and we won’t see the progress we expect.

“We have to connect our everyday disciplines to this larger plan. If we don’t the plan will fail.” -TF