Tag Archives: planning

Not Sophisticated, but Effective

“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 2013 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.

  • April – half day to review first quarter.
  • July – half day to review second quarter.
  • October – half day to review 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 2014. That’s it. Now, you have a follow-up plan in place. You will get busy, that’s why you have to schedule this stuff, now.”

Our online program, Hiring Talent 2013, kicks off on January 25. Pre-registration is open now.

Grooved Habits

“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 short huddle meeting every Friday to follow-up on the promises we made to ourselves. 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 huddle meeting.”

Sometimes effectiveness has nothing to do with being brilliant, but only in continuing to do the things that work.
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Hiring Talent 2013 kicks off on January 25. Pre-registration is open now.

Clarity

“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.

“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 2013? What is the benefit of writing it down?

Planning Perfect

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 ask.

A Plan is Not a Goal

From the Ask Tom mailbag –

Background (Tom):
So, now we are left to think about your target completion time. If you truly believe that Stratum IV capability is required for success in this project, then I must assume the real “by when” of this goal is longer than you have stated. We need more data to see more clearly. Give us some more clues.

More Clues (Reader):
I have tried to tackle the clues, below, as a task assignment using CPQQRT (Context, Purpose, Quantity, Quality, Resources, Time) hopefully alluding to the longer term focus.

  • Task: Develop a comprehensive plan to ensure the pool of labour we draw our staff from continues to provide the capability we need.
  • Context: Our current labour pool is shrinking. Baby boomers are retiring, competitors using the same labour pool, increased community expectations around diversity hires.
  • Purpose: Without the labour, our operations will grind to a halt, or become nonviable due to increasing labour costs.
  • Quality/Quantity: A comprehensive plan – ie One that contains clear actions across a timeline extending out a further 12 months. This needs to also tie into our 5 year plan + take into account the expected changes in our industry and society over the next decade. I expect the plan to include the development of the labour pool through schools, universities and other external means, which by implication requires connecting with people in those institutions as well as various government departments. I would also expect you to conduct some external research into best-practice, population economics, intended changes in legislation.
  • Resources: You personally develop the plan and you make decisions on what to include/exclude. You may make use of a researcher/assistant to gather and interpret data as necessary. You have full access to anyone in the business, especially the senior leadership team.
  • Timeline: The plan is due by end Feb 2013. You will be expected to present it to the Executive Leadership Team and handle any questions from that team.

Question:
Is the capability required to complete this task assignment S-II, indicated by the six month Time Span of the Target Completion Time? Or is the capability required higher than S-II indicated by the likely State of Thinking (Declarative, Cumulative, Serial or Parallel)?

Response:
As I read your narrative, it becomes clear that this is a writing assignment to produce a written document. It appears that actual execution is NOT part of this task. But what is the goal?

If the goal is to simply write a document, collecting all these elements together into a coherent narrative, then I lean toward S-II, Cumulative processing. But I don’t think that’s the goal. A plan is not a goal. A plan is a tool, the design phase of a longer task assignment, and will require a higher level of capability.

The goal is actually to execute the work designed in this document, to create a labor (American spelling) pool in the face of shifting labor pool obstacles. I believe the document is the work design step in a much longer task assignment.

Given the challenges faced, what is a reasonable amount of time you (as the manager) would give someone to create this stable, predictable and available labor pool? You already stated that “clear actions extending out further than 12 months, expected changes in our industry and society over the next decade” would be a required element of this design. I suspect that a reasonable amount of time is 2-5 years plus, easily extending this task assignment to S-IV Parallel processing.

An example. In South Florida, we are seeing a modest and slow recovery in the commercial construction sector. And we are hiring. However, our pool of unskilled labor disappeared during the recession. Many returned to their home countries, others found work in other sectors. Available workers do not possess the skills required to complete the available work.

This is a tough problem, even beyond the scope of a single company. Contractor associations and trade groups are attempting to grapple with the same issues you describe. This will be a long term challenge, not solved within two years. It will require the development of skills training programs, recruiting unskilled workers into those training programs, creating conditions for workers to return from foreign countries. This is clearly a 2-5 year problem, will require a minimum of S-IV Parallel processing.