A few weeks ago I participated in a 3 day strategy session with a company in Denver I am working with. 2 other consultants and myself invested 3 days with the owner of the company mapping out what success looks like not only his company, but his family. The sessions are exhausting mentally and physically as we go step by step through each detail of the business from marketing and prospecting through fulfillment and followup. We break down each process to look at the opportunities and then develop a plan that emphasizes quick returns coupled with long term growth. As we were working through the plan, I sat and thought about a lot of other companies I deal with. How I wish I could convince them that although they think they have a plan, many times, it is not. It should be shooting fish in a barrel when in reality it is fishing in the ocean with your bare hands. Waving your hand around in the ocean could actually work, but losing a digit might be the price...
So what should the plan look like?
A good starter plan involves one ideal, with several objectives that all tie to that goal and then multiple tactics under each of the objectives. Time should be a factor and in general, I like to attack the things which are quicker than 90 days to cash in on them.
The ideal: The purpose of the meeting. Why are we here? What is the reason we have brought this group together and invested the time and money? What do you want to achieve? It may not be a detailed statement but more of an overarching one such as 'We want to improve company culture.' That is definitely not a goal as it has no real meat to it, but gives an area of focus to create goals under.
Objectives: Still large concepts. They take us from the ideal to various areas of focus within the ideal. An example tying into the aforementioned ideal would be 'Change company language to a more positive focus' or 'Improve image of team members.' These are a little more detailed with regard to the area, but still not quite tactics.
Tactics: Much more refined action steps. Multiple tactics will stem from each objective. The tactics should be assigned to a party for responsibility as well as time bound. These tactics should be very clear when accomplished, it is go or no go. An example continuing our above track would be 'Institute training program on preferred verbiage' (if you don't realize this should be trained visit Chick-fil-a, Apple or Southwest Airlines or better yet, contact me...). Another would be 'Establish a uniform policy for all team members.' Both of these would then
need to be assigned a person who is responsible for spearheading the program as well as a time target to get it done. The Tactics are where the action is.
The hard part of any of this is that it is very difficult to do quickly and on your own. The right outside consultants can sniff out your hidden issues and help you look truthfully at others. The process is long and somewhat arduous, but it works. After a couple of days of invested time, a 90 day battle plan is produced that can be executed. The steps are clear, the responsible parties and time limits are there, now it just takes the effort. Wondering what you should be doing on a daily basis or wandering aimlessly through the flavor of the month strategy are replaced with focus and purpose. That is what takes a good company and makes it great.
Nearly every company hits a plateau where it just can't seem to push to the next level. The process of setting up a 90 plan is imperative to reaching the next climb. Who is making sure your's is good? Who is questioning and analyzing your's to be sure it is really what is needed? Get some help. The success will come faster and easier. I promise. The results you want are out there, let me help you find them.
