Planning for the New Year

 

 

What's business planning for you? Focusing on goals, perhaps? Managing change? Seeding accountability in the organization? Driving growth? Or is it a document people say you should prepare, a task like a term paper that will end up in a drawer?

 

Here's a good idea: for 2008, do planning right. And I emphasize "planning," not just plan. President Dwight Eisenhower said: "The plan is useless. Planning is essential." I've been a planner for more than 30 years. I can tell you dozens of ways and whys that people put planning off. This year, instead of that, how about doing it well?

 

Tip One: Start With the Review Schedule-Planning is about tracking progress and following up, keeping your eyes up, and looking at the horizon as you manage. Try to have major reviews (2-3 hours over lunch) 2-4 times a year, and smaller reviews (90 minutes) monthly. Set the dates. Put them on the calendar.

 

Tip Two: Set the Key Metrics-Metrics, simply put, means tracking progress. Be specific. Classic business gobbledygook like "being the best" and "excellent service" means nothing when you're reviewing your progress. Find metrics for every key element of growth and strategy. Dollars, like sales and profits, are good metrics, but calls, returns, presentations, and other nondollar metrics are also good. Make them fit with your strategy.

 

Tip Three: Have Form Follow Function-Don't get bogged down in an old-fashioned business plan document unless you need it to show banks, investors, partners, or bosses. Keep it on the computer if you don't have to print it for outsiders. Don't sweat the details you don't need. Take from a classic business plan only what you'll use.

 

For more tips from Berry, go to www.timberry.com.