NEW Year’s resolutions and the like have never been high on my list of priorities – until now. Realising that I wanted to achieve big things this year, I knew I had to take a different approach.
So, in taking a new approach for myself, it occurred that it is a real opportunity for all of us to take stock of what’s happening, to look at the opportunities ahead and to develop strategies that would assist in realising those opportunities.
In any event, it’s generally a period when we do have time to reflect on where our business is heading and ask whether it is serving its purpose, and fulfilling the needs and expectations of our customers.
It also seems that many so-called New Year’s resolutions were really a set of ideals that we would like to achieve in an ideal world – that is, ideas rather than a plan. A plan involves a whole lot more – thinking, brainstorming, engaging those who would be involved in implementation, the implementation process itself, the measuring of outcomes and the reactions of our customers to our new strategies.
In reflecting on goals and aspirations for 2011, we might use the following as a basis.
Vision
• Do you have a clear picture of how you want the business operating in 12 months?
• Furthermore, do you have a strategy for the implementation of what is necessary to be in that position?
• Do you have a timeframe for the completion of the tasks that will be necessary to undertake to achieve the various elements of the strategy?
People
• Do you have the right people for each of the critical (and not-so-critical) positions in the business?
• Do they have a clear picture of what is expected of them to play their part in that strategy?
• Are they fully engaged in the process?
• Is there an ongoing plan for regular meetings with those people?
• Do you have an understanding of how these meetings will develop the required relationships and develop business culture?
Systems
• Are all of the critical (and not-so-critical) systems documented and understood by the people accountable for the implementation of those systems?
• Do those systems cover management/marketing/operations/ finance aspects of the business?
• Do you have a system for measuring all of the critical metrics?
Is the way you meet customer expectations at the very basis of all of these systems?
Cash
• Do you use a cash plan to ensure you have a clear picture of the cash inflows and outflows one, two and three months ahead?
• Is your key financial data available to you soon after each month end?
• Is this data understood?
• Is it acted upon?
I have developed a tool for myself based on Vision – People – Systems – Cash, which calls for me to develop timelines for elements of projects that make up strategy. I have saved it to my desktop and review it daily to ensure it’s a working document. The last thing I need is to look back and see another set of ideas that were not brought to fruition.
Across the top of the page I have listed the name of the project, the frequency that will be required, the first (or next) timeline to work on the next element of the project and then details of the task and the time that I will need to allocate for that task. That is then transferred to my diary – electronic or paper – so that I know that time is put aside on the nominated day.
For example, one of my projects was to create some new coaching material for an area of my market for which the current material is not appropriate. I know that I will need to be on this daily – the frequency – that the start date was January 5 and that I would need to allow two hours per day to have it completed by the end of the month. Those dates and times are now diarised and I’m on track.
Already I know that this is working for me – and for clients with whom I’ve shared the device.
Maybe the above might be a good starting point for some New Year discussions – and maybe even a plan for real change in 2011.
