“It seems we just get so busy that we forget to have follow-up meetings about our annual plan,” said Joyce. “We get busy, and before you know it, summer’s almost gone.”

“Do you have a 2006 calendar?” I asked.

“Well, yes, I think I have three.”

“Well, pick the one you are going to use this year and call a meeting,” I said. “And tell everyone to bring their calendars. This is not a very sophisticated management skill, but it works every time. Right, now, while your annual plan is fresh on everyone’s mind, schedule your follow-up meetings.

“Schedule a half day in April, to review the first quarter, then a half day in July to review the second quarter. Add another half day in October for the third quarter. Get them on the calendar, now, so as time marches on, those dates are already protected.

“Schedule one to two full days in December to review the fourth quarter and to finalize plans for 2007. That’s it. Now, you have a follow-up plan in progress. You will get busy, that’s why you have to schedule this stuff, now.”

I was a little overwhelmed at the interest in our planning template from last week. 108 people requested a copy of the template. Now, if we could just hear what you are doing with it? -TF

“Where we drop the ball is follow-up.” Nathan shook his head from side to side. “We are pretty good at setting goals, but as soon as we’re done with that, life goes on and we forget all the hard work and time we spent planning.”

“What habits do you need to create,” I asked.

“What do you mean?” Nathan looked puzzled.

“Follow-up is not just a ball that gets dropped. As a management skill, it is a way of life. I always look for habits. What are you not doing as a routine that stops you from following up?”

It was like a smack in the forehead with a beer can. “I see where you are going with this,” Nathan said, still shaking his head. “We usually have a meeting every Friday, and ever since the holidays crept up, we just stopped having the meetings.”

“What’s on your schedule this Friday?” I quizzed.

Nathan was quick to respond, “I think we should have our regular Friday meeting to follow-up on all the promises we have made to ourselves.” -TF

“I drew names out of the hat, and you are going first,” I said.

“But, I have never done this before,” resisted Edwin.

“That’s why you are known as fresh meat and believe me, the rest of the group will appreciate that you volunteered to go first.” Next week, Edwin was scheduled to present his 2006 Business Plan to an executive group he belongs to.

“Edwin, here is how it works. Make 15 copies of this 3-page plan. Everyone gets 2 minutes to read your plan. You then get 10 minutes to present additional information to fill in the details.

“At the end of your presentation, I will break the group into three person teams. They get 90 seconds to write down three questions about your presentation.

“Then, I let them loose on you for the next 20 minutes. It will be painful, but it may be your most valuable strategic exercise of the year. Any questions?”

If you want to truly get something valuable out of this planning process, grab a group of your colleagues and let them poke holes in your business plan. The feedback will be priceless.-TF

“What do you think is stopping you from creating a plan for this year?” I asked.

“I don’t know,” replied Dawson. “Sometimes, it seems like just an exercise that we go through every year. You know, it’s January, we have to have a plan.”

“I don’t think you know what you want,” I challenged. There was silence as the challenge sunk in. I like to challenge people. As a management skill, it usually stirs things up a bit.

“That’s not true!!! I know what I want. We have a new product we are trying to get out of the ground and a new branch we want to open in the north part of the state. There is a new market we want to go after by repackaging one of our existing services. There is a lot of stuff we want to do.”

“Good,” I said. “Now, draw 3 pictures for me, one for the new product, one for the new branch and one for the new market.”

Have you written down your action plan for 2006? Better get started. -TF

“Goals. Who needs ’em?” asked Yolanda. “Every year, I set some goals. It’s kind of like my New Year’s Resolutions. By the end of February, I can’t even remember what they were.”

“Oh? So, tell me about your resolution for this year.” Yolanda looked a bit uncomfortable.

“Well, I haven’t exactly worked it out, yet. Until I am sure, I would rather not go blabbing it around.”

“Have you thought, perhaps, that’s why your New Year’s resolution never works?”

“What do you mean?”

“Yolanda, your New Year’s resolution never works, because you never committed to it. You never clearly defined it. Did you ever write it down?” Yolanda was silent. “Here is the management skill. Goals work just like New Year’s resolutions. If you really want to make a change, write it down. Then say it to yourself out loud. Then say it out loud in front of a group of people. And if you really want to make it stick, give that group permission to hold you accountable for the goal. Take that written goal and post it somewhere public, where you see it every day, where others see it every day. You can start with a 3×5 card taped to your mirror.”

What is your resolution this year? What major thing do you want to achieve? Have you written it down? Have you shared it with your team? I am curious. What do you do to keep your goals visible throughout the year? -TF

P.S. We sent out a ton of planning templates from yesterday’s post. If you would like a template, just slip me an email.

Last year, they spent $12,000 on a planning consultant to help them put together a business plan that included Carl’s division. Since it was delivered, last February, only three people have even looked at it. No wonder Carl was reluctant when I asked for this year’s plan.

“Why the sad face?” I asked.

“Planning is one of those management skills that I always seem to put off,” Carl replied.

“Carl, at the end of this year, do you want your division to be exactly as it is, now?”

“No way, there are several things I would like to change.”

“Good. Carl, here are some questions for you:

How can you design those changes so they are well thought-out?

How can you communicate your ideas clearly to other people?

How can you bring people together to discuss your ideas so they have a better chance of getting done?”

Carl thought for a minute, then finally spoke. “I guess I should write down my ideas, to make sure they are clear in my own mind, then I can send them around to the other people on my team.”

“Would you like a small planning template to help you get started?” I asked. Carl’s eyes got wide as his head moved up and down.

If you would like a copy of the template I am sending to Carl, just drop me an email. (If you are an email subscriber to Management Skills Blog, just reply to this email).

“Do you ever get any kind of plan from your supervisors?” I asked.

“Sometimes,” said Kelly, “but it is usually a vague promise to do better.” We had been talking about a special project, anticipating some extraordinary effort including some overtime. Kelly had been having trouble getting a written plan out of her supervisors. There were material flow issues, capacity issues and bottleneck issues. It was a great, high-volume contract, but if it wasn’t managed, all the profit could erode in a heartbeat.

“Kelly, things are going to get tight around here for the next four weeks. If your supervisors give you target numbers, then you have something to hold them accountable for. If they give you only vague, softball stuff, then there is nothing they can be accountable for.

“Oh, sure there will be some yelling at the end. You won’t have the right materials and overtime will go through the roof. But, the yelling will be general, nothing specific. Your supervisors are good at the Teflon routine.

“That’s why you have to break this thing out. The contract says 240 units, that’s 60 per week for four weeks, ten per day on a six day work-week or twelve on a five day work-week. Your supervisor team needs to give you hard numbers and report back each day. It’s going to be a tough four weeks. You have to have a plan. No excuses.” -TF

“I am sitting with my team at the warehouse door. Every product carton is sitting in its bin with its barcode label facing front. On the clipboard hanging by the shipping table is a computer report showing, in order, the highest turnover items. The top fifteen items on the list occupy the fifteen bins up front next to the staging area.

“Our controller is standing with the group. He has two reports from his computer system. One report is our book inventory in the computer. The other report is the cycle count report from the inventory just completed. The numbers at the bottom of the report match.

“The UPS driver just showed up for his afternoon pickup. All outgoing shipments have been sitting in the staging area, ready to go, for the past twenty minutes. There is no picking backlog.” Calvin was proud as he described this picture of his warehouse two weeks in the future.

“Calvin, why do you think this picture is important?” I asked.

“There are a hundred details that make this picture happen,” he said. “Some of the details, we will put on a list, but others we won’t. But if we continue to work toward the picture, it will all come together.”

“Calvin, the most important part of this picture is the pride I see in your face, knowing that you have finished a complicated process. We can set all kinds of goals and performance standards, but it is that picture of the future that drives the emotional energy to attack and complete a project. The most important planning skill is to create that picture of the future. Now, go make it happen.” -TF

“I don’t understand,” puzzled Calvin. “It was only a two week project. Why do you think we need a plan, now? All we have to do is get the labels on the product boxes.” Calvin and I were working on the implementation segment of a barcode project.

“You tell me,” I said. “How well did the project turn out?”

“Well, we’re still working on it. It’s a lot of boxes, and we missed some as we were going through the inventory.”

“How did you find that out?”

“Oh, my boss showed up late in the afternoon and started looking around. It’s amazing how he can always find the stuff we missed. It’s almost like he went straight to it. Boom. In five minutes he found 36 product bins that we missed completely. Now he is making us go back through and check every single item.”

“What is that doing to your completion schedule?” Calvin, just looked at me. No answer. “So, there wasn’t enough time to plan this thing up front? There wasn’t enough time to do it right, but there is enough time, now, to do it twice?

“Calvin, I know it seems you are really behind the 8-ball, but I want you to stop. Right now. Stop, and get your team around. I want you to draw out each of the steps with your team on a big piece of butcher paper. I want you to plan how you are going to get all the labels on and then plan how you are going to check for accuracy. You should be able to get that done in a half an hour. That half hour will end up saving you eight hours on the back end, and you shouldn’t have to do it a third time.

“Remember, doing it a third time is always an option.” -TF

Hurricane Wilma disappeared from national media attention a couple of weeks ago, yet South Florida is still deep in the digging out phase. Power has yet to be restored to more than 100,000 businesses and residences. Fifteen days after the storm, watching the face of someone just receiving power is very uplifting.

Post hurricane debriefings are a staple of company life these past few days with some significant learnings. There is a distinct phase of preparedness that is emerging, seldom considered before.

Most companies in South Florida had some sort of pre-hurricane preparedness plan. It included storm preparations to safeguard lives and property. It is a testament to that preparedness that only ten people died during the storm.

Emerging is a new phase of preparedness where most companies were caught short. Post storm recovery had been limited to taking down shutters and piling up a little debris. Hurricane Wilma taught us the lesson of extended loss of power and staple provisions well beyond a three day period.

Here is a question or two? What was the biggest lesson your company learned? Based on that lesson, what would you recommend in the future? Please post your responses here. -TF