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One cannot effectively build a business without a viable, workable, applicable business plan. Success comes from knowing what constitutes a winning plan and then what must be done to insure that the plan brings the results that are needed.
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.
Fourth, a winning plan must be sellable. You understand what a winning plan is and isn’t. You have an understanding of what should be contained in the plan and that you must be committed to the plan. Now comes the time that the plan must be sold to affected parties. Being “sellable” simply implies that the plan can be understood; provides a clear picture of intent; and, the party clearly sees their role in the process and the benefit of the plan’s outcome.
Working feverishly on a plan and thinking that you have hit the “home run” with its final version is only a part of the battle. This is where inclusion in the initial process may be vital to the developer. Gaining input and challenging affected parties to think beyond their safety net in adding to the composition of the winning plan will certainly carry you further down the road to ultimate success. When everyone can see their handiwork in the process and then how they impact the outcomes, it is virtually certain interest, support and greater execution will bring better results. The influence of the plan owner is thus crucial in this area.
Where there is influence, there is leadership. Where there is leadership there is focus and vision. Where there is focus and vision, there is commitment. Where there is commitment, there is the greater potential for success.
Next week we’ll look at the Fifth Attribute of a winning plan.
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