Is there a better way to increase the chances for a Plan’s success?
Too many leaders put in the time and sweat to assemble a Strategic Plan they hope will succeed. Really?… Hope?!… Isn’t there a better way to increase the chances for a Plan’s success? I would answer an emphatic, YES!
In my childhood days, I had two loves: my Grandpa and working on the old, junk small engines he picked up at local auctions. Did I say “junk”? Well, in my eyes, each one was a mechanical jewel packed with mystery and adventure… (and a lot of fun, oily grease)!
My mission at age 7 was clear when it came to Grandpa’s engines. Even though I had not yet succeeded in getting any of them to start, my hope was to eventually get just one to roar back to life. I carefully examined each engine and planned my approach. One engine in particular that I had great hope for, was an early, twin cylinder, 2-stroke Maytag. However, I never did get it to start. I was discouraged. I DID have a Plan. I put in the work, time, and energy. I just didn’t understand why my Plan didn’t succeed as I had hoped.
Years later, I discovered that, in addition to fuel, I should have added “Check for SPARK” to my overall Plan checklist to achieve success in starting that engine. If I only would have known that the basic elements of fuel AND ignition must BOTH be present for combustion, my chances of achieving success would have skyrocketed! I just didn’t realize back then, that even small, simple things were important for my Plan to become a reality. Lesson learned.
The same is true for you and your organization’s Strategic Plan.
It’s not fun to put in the work to assemble a Plan and only hope for its success. Success based on hope is unreliable and the chances of success, low. If you are truly serious about succeeding, you want to boost your Plan’s chances for success right from the start by considering the following essential sources of “ignition”:
1. Document the Plan in writing – This one might seem obvious, but it’s not. Too many leaders of organizations claim they have a Plan. Yet, when pressed, that Plan is actually a few ideas tucked away inside his/her head. That’s not a Plan that’s likely to succeed. Intentions aren’t the same as a “plan” at all. This thinking is also extremely short-sighted and dangerous from a succession standpoint. Do planning right. Document your Plan in writing for others to read, understand, and follow along.
2. Assign ownership – Your Plan will have many Actions/Tasks needing somebody to complete them. One, two, or even three people cannot (and should not) take on that whole list. As the old saying goes, “Many hands make light work.” Also, assigning ownership of some Actions/Tasks is an excellent way to grow and stretch both your “A” and “B” team players by matching up Actions/Tasks with talent and skills of specific individuals. (They may even actually enjoy the experience!) Discuss. Assign a single name to each Action/Task. I strongly recommend you NOT assign a whole department as this vagueness may lead to ownership confusion, dropped balls, or finger-pointing when nothing actually gets done.
3. Denote timelines –Sadly, I commonly see no mention of starting or completion times in many Strategic Plans. Does this mean everything starts and ends at once? (Usually, it is an indication nothing will likely EVER start!) Additionally, having no timelines becomes a management nightmare. Be specific. Identify a starting date and a completion date for each Action/Task. Utilize a tracking tool which simply lists each Action/Task accompanied by their start/completion date. With so many things going on, such a tool helps you wrap your brain around what’s done vs what’s not and manage those yet unfinished to completion.
4. Specify measurable outcomes – List specific metrics! Don’t describe your Plan’s expected results vaguely. An old saying says, “If you can’t measure it, you can’t manage it”. Nothing is more frustrating for management or staff than to pursue a project without defined goal lines.
5. Refer to it consistently –Too many companies draft a great Plan. Then, normal day to day activities are allowed to take precedence and the Plan slowly fades into the shadows along with the chances of its success. My friend, Mark LeBlanc says it best, “Consistency trumps commitment!” By scheduling regular, routine times to review your progress, you also emphasize the Plan as a top priority and your chances of success increase dramatically.
6. Be flexible to modify if warranted – Despite your best planning, sometimes life can throw you an unforeseen emergency curve-ball. Don’t scrap your Plan. Nor should you be cold, rigid, or inflexible. Stay with the Plan, but modify if necessary in an attempt to stay on track.
7. Celebrate accomplishments – Life is short. Use big and small accomplishments as a good excuse to have some fun and celebrate! Checking things off any list can be motivating and actually energize you to take on the next activity.
Apply each of these seven, simple elements to ignite the planning and execution of your Strategic Plan and your chances of achieving success will soar!
Have any questions or need assistance with your Strategic Planning or Vision Blueprinting? Give me a call. I would be happy to help you!
To Your Success,
– Jack