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So, what is required for a “winning plan” to be developed; and, what must be done to insure that the plan has an opportunity to achieve the results the framer intended? Over the next few weeks I’m sharing 7 attributes of a winning plan.
Third, a winning plan must be a true commitment.
Realities regretfully show that many great plans end up as either doorstops or bird cage coverings because the framer(s) were not fully committed to the plan. Plans are too often prepared because it was a “have to”, to meet some particular guideline; and, they did not clearly see it as a vital part of their success. Past experience has shown me that there are basically four types of planners:
- Headers: who feel the best plans and goals are those existing only in their subconscious;
- Workers: those who feel the premise of building the plan is more vital than what is actually contained in the plan;
- Believers: those who truly understand the value of planning, but don’t fully understand how to do it; and,
- Planners: those who build and follow a winning plan and strive to always improve their expertise in planning. To more fully understand the commitment of planning, let’s briefly examine these four planning types.
Headers are not necessarily poor business people, simply they dislike anything that necessarily confines them to specifics. They work off the short changed strategy of “hope.” Hope in itself is regretfully not a winning strategy if a strategy at all in the business sense. Headers enjoy the “rush” of being under deadlines and having to hustle to attempt to meet particular goals. If they fall short, it appears that it does not matter. Since nothing was written down, nothing is really at risk. They justify the shortfall because they tell themselves “Well, it was something I really “hoped” to accomplish. There is always next year.” The challenge comes that those shortfalls too often build upon each other and before it is fully realized, they are retiring and have not achieved their potential.
Their lack of commitment often also relates to an uncompromised ego where they feel their way is the best and only way. Thus listening to others or exploring best practices is not a function of their being. To undergo change would be a detriment to their perceived status. Though some headers are reasonably successful, few if any ever reach their potential levels in business or life. Their lack of commitment and dedication to their ego of always being right becomes the immovable mountain which controls their life.
Workers are a unique group. They really get into the planning dynamics and are so consumed by the process that they fail to address what the process is trying to really accomplish. Their idea of planning is based on the “weight” of the plan, not the content. In their plans you will find mentions or thoroughly prepared analysis of the most industry-sensitive techniques of action whether or not those techniques are truly applicable to their business marketplace. They are interested in insuring their plans reflect the supposed “in thing” so that those superior to them in rank will notice and they can then put another “notch” in their resume for possible advancement. Their goal is the next step not the current need. The plan has actually become one of the conduits they use to display their knowledge and work. Too often plans developed by this group become so complex and so detailed that even the most educationally advanced individual can not keep track of priorities, or action plans. Further, follow-up and accountability become less and less as months go on because the Worker has changed focus to the next best project.
In final analysis, the ten pound plan in the beautifully crafted binder and the color-coordinated tabs complete with a CD of the Worker discussing the plan become yet another monument to failed achievement, blamed upon those charged to carry forth the plan.
Believers want to plan and try to plan but simply are not certain how to plan. They often throw something together on the very last day and do so in a very short time frame without a great deal of thought. They regularly get their vision and mission confused and strategies and action plans are considered the same. They have regularly written down some goals utilizing everything from a sheet of blank paper to readily supplied company templates; but, they still struggle with how to make the plan come to life. Believers lack the overall self-confidence and fear critical accountability necessary to effectively plan as they should. When the plans are complete, though following the guidelines, their positions, goals, etc., have valuable “holes” in them which normally allows the great goals, strategies, actions, all vital to success to “seep out” before they have time to materialize. Struggling throughout the year with meeting expectations and secretly blaming themselves, too often they allow year after year to pass without seeking the assistance they need to build the plan they deserve. Getting the Believers to move forward is difficult but rewarding once the decision is made. In turn, these devotees can become excellent ambassadors for the value of planning when they finally comprehend the process and utilize its benefits.
The Planners realize the planning value in virtually any undertaking. They devote the time necessary to “think on their business” and build viable winning plans that keeps them active but not bogged down “in” their business. Their mission and vision is crystal clear. Their objectives, strategies and action plans are built so that the novice can review their plan and understand what is going on in the business. They hold themselves accountable and regularly review scorecards to ascertain results. Actions are debriefed sometimes to a fault as the Believers examine what worked, what didn’t and what can be done. They do what is necessary to keep them going in the right direction.
Planners also understand that changes in business environment means flexibility is a regular part of a winning plan. They have no issues in making corrections when the path followed begins to lead to “dead ends.” Planners thus accomplish virtually every goal to its maximum or to such a degree that it positively impacts their business year. They build each year upon the other but also keep alert as to how their plans may be altered to insure even greater clarity and more effective delivery. As students of planning and the results that can come forth, Planners strive for excellence each day and infect others with their valuable business insights. Their mantra is simple: “Planning works!”
Next week we’ll look at the Fourth Attribute of a winning plan.
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