I find it interesting, and a little amusing, to ask employees why they come to work. I usually hear of a paycheck or the threat of getting fired, so I rephrase my question to ask what they do to further the company’s mission and goals. Mostly, I get blank stares. However, when I repeat this exercise with organizational leaders, and get the same sort of response, it quickly loses its humor.
I am amazed and appalled at how many leaders do not understand the importance of a good plan, and how essential it is to make sure their subordinates know the plan and understand their part in it. When I took leadership of an inventory management function that served an aviation operation, I received answers to my questions that emphasized the requirement to keep the warehouse stocked and make sure data processing was accurate and timely. These were internal concerns that while important, had little to do with the actual mission and helped to explain why the leaders in the aviation operation expressed concern to me that my section was not very friendly to their needs. I sat down with my team leaders to develop a strategic plan. We carefully reviewed our mission — without the aviation operation we supported we’d have no mission — developed a mission statement, and set goals that focused us on supporting that mission. The change was dramatic. Relations with our primary customer improved as our new focus helped them better meet their mission.
So, what’s a good plan? There are numerous examples of strategic plans available but there are a few things that must be included in a successful plan.
- Vision and mission. The senior leader is responsible to ensure everyone knows his or her vision and the organization’s mission. Be brutally honest. If your mission is to make money producing widgets, say so. Companies that have tried to emphasize their community involvement or environmental concerns have found that, while important, these things are not what pay the bills.
- Make sure everyone knows the company’s values. This is vital. Most people have similar values but it’s important to ensure everyone in the company knows what leadership expects. In 1982, corporate values allowed Johnson & Johnson to react quickly to the fatal poisoning of Tylenol consumers. Though it was determined the tainted Extra Strength Tylenol was a criminal action by someone unrelated to the company, Johnson & Johnson recalled the product and introduced new packaging to prevent recurrence. That response cost millions, and may have saved the company.
- Take a serious look at the things that are in your way. Put them in three categories. First, things you control. Fix those things! Fast! Second are issues that are causing problems but you may only partially control. Do everything you can to fix these issues, then move them to the third category; things you can’t control. You can’t fix these things so make sure your leadership team is aware of them and do your best to shield your workers from their effects. Don’t forget them though. In time, you may be able to move some of them to the first category and fix them.
- Create goals and objectives that are realistic. Goals are distinct actions that focus your leadership team on improving your business. Fight the temptation to define goals that merely address what’s already being done. Look into the future. What do you need to do to position your business for future success? Each goal should have two or three objectives. These are the actual steps that will ensure the goal is accomplished. Goals and objectives must be realistic, reasonable, and measureable. That doesn’t mean you have to create a bunch of graphs and charts. Sometimes that’s necessary, but not always. Yes or no is a measurement, and maybe all that’s required. Make a specific person accountable for each goal and objective with a specific deadline or there will never be completion.
The next step is where leadership and planning come together. Leaders must communicate the plan to the rest of the organization. Each individual must have at least a rudimentary understanding of the plan and, most importantly, know how they support the plan’s mission and goals. I’ve seen organizations with detailed strategic plans that are not communicated well. The plans might as well not exist as the leaders have failed in their responsibility to make sure their subordinates know why they are important to the overall mission. Often they don’t even know the mission. How do leaders expect their subordinates to implement a plan they aren’t familiar with? How will leaders excel if they don’t completely understand the plan?
Leadership can happen with or without a plan, but great leadership requires a plan.
Bob Mason is dedicated to leadership development. He works with companies to solve problems by helping supervisors and managers become more effective leaders leading more productive teams. He is a professional speaker and author of Don’t Worry, You Can Do This: What New Supervisors and Managers Need to Know About Leadership; The Art of Not Motivating: How Leaders Can Succeed by Understanding the True Nature of Motivation; Balancing the Generations: A Leader’s Guide to the Complex, Multi-Generational, 21st Century Workplace; and Planning to Excel: Strategic Planning That Works.
A 30-year career in the U.S. Air Force exposed him to great leaders and leadership opportunities such as command of four squadrons, including the Air Force’s largest munitions squadron. He has studied leadership extensively, but more importantly has been there, working with real people, making hard decisions, and experiencing the results.
Contact Bob at Bob@BobMasonSpeaker.com or 505-453-5266
