Through my previous postings, you've seen a consistent thread emphasizing the importance of Strategic Planning. Recently, Kinsey has published some research results that just might convince you to take a long look at the process. In this post, we'll examine two of their most significant findings.
1) When key corporate decisions were made outside the Strategic Planning process, TWICE as many were likely to have resulted in EXTREMELY POOR results.
Wow, pretty strong statement. Why would this be? Suppose Strategic Planning is defined as. "An informed and chosen executive team, representing all disciplines, that is commissioned to discover, discern, and plan the future organizational, market, & operational direction, which includes implementation and measurement."
Perhaps it is then easier to understand why, when circumvented or incompletely done, it fails. For instance, when the president alone, or with maybe a confidant, makes all the decisions, isn't it more likely that he/they will miss some things)? The biggest recipe for failure is to use incomplete data or limited information. On the other hand, isn’t going through a process over time, with experienced people, more likely to succeed? You bet. Simple premise, but so often ignored.
2) Making (a) person(s) accountable for implementation raised success 64% over those companies who did not.
It already is accepted that the single worst error resulting in failed Strategic Plans is not accomplishing implementation. Simply put, if the time & money is spent to go through the process & write a plan, why would we throw all that away by stopping short of implementation? We know we shouldn’t, and as in any goal setting endeavor, there must be measurement and accountability: specifically so. What we plan, measure, and collectively review, we will do.
Thank you Kinsey!
Saturday, January 31, 2009
Thursday, January 29, 2009
Energizing Sales in Tough Times
In 1974 I began my sales career in the Business Forms industry. In 1975, there was a critical paper shortage, as there was in 1980. When I managed to sell a new account, the challenge became getting the paper to print the order.
In July of 1982, as a new sales manager, I was sent to Peoria to "clean up" the largest, but most unprofitable account in the company, Caterpillar. In October, in the midst of a recession, their union went on the longest strike (9 months) in their history.
In June of 2007, the company I was running was sold to a large European entity; after the old ownership, I was the first to go. In January of 2008, I began to put together my consulting company, right in the beginning of the economic swoon into our current formidable recession.
What can I learn from these "lessons of life", and how can they be applied to growing our companies in these most challenging times?
First of all, I must realize that there are tough times we're all going to face. It isn't bad luck, it isn't necessarily my fault (although it could be), & it isn't something I cannot overcome (although it may seem so). I was an instructor pilot in the Air Force, and I remember our squadron commander in flight school saying over and over again, "a little bit of pain is good for all of you". He maintained that adversity builds character, character builds confidence, and confidence can meet most any challenge.
In applying this to your sales force, there are some important points to consider:
1) The Sales Organization drives most print companies. It all starts with the customer, and your sales folks must turn the clients' needs & wants into orders.
2) An upturn in Sales can revitalize the whole organization. Positives promote energy and a willingness to go the extra mile.
3) An upbeat sales team can maintain, or lead the way to, a positive company culture. This is the great builder of "team".
4) Creativity and problem solution selling keeps customers happy and your organization fulfilled.
The point is that if you're looking for a turn around, your sales force can be an excellent place to start, and provide an excellent return on your efforts.
To come full circle, my squadron commander was right. During the paper shortages early in my career, I learned forms management, re-design, inventory control, the positive use of allocations, close customer communication, and a host of other principles that served me well in my 35 year career.
In the midst of the Caterpillar strike, I learned to embrace the demands, to find a better way, to help them get what they wanted, and how to increase their savings while improving our profitability.
Currently, in my consulting business, it is extremely difficult to find clients who not only know they need help, but have the courage to admit it, the money to do it, & the confidence to pull the trigger.
Whether you realize it or not, your sales team could be the wild card that provides the spark in these tumultuous times. Instead of expense being the millstone about your neck, increased cash flow can lead the way out. Annie get your gun!
In July of 1982, as a new sales manager, I was sent to Peoria to "clean up" the largest, but most unprofitable account in the company, Caterpillar. In October, in the midst of a recession, their union went on the longest strike (9 months) in their history.
In June of 2007, the company I was running was sold to a large European entity; after the old ownership, I was the first to go. In January of 2008, I began to put together my consulting company, right in the beginning of the economic swoon into our current formidable recession.
What can I learn from these "lessons of life", and how can they be applied to growing our companies in these most challenging times?
First of all, I must realize that there are tough times we're all going to face. It isn't bad luck, it isn't necessarily my fault (although it could be), & it isn't something I cannot overcome (although it may seem so). I was an instructor pilot in the Air Force, and I remember our squadron commander in flight school saying over and over again, "a little bit of pain is good for all of you". He maintained that adversity builds character, character builds confidence, and confidence can meet most any challenge.
In applying this to your sales force, there are some important points to consider:
1) The Sales Organization drives most print companies. It all starts with the customer, and your sales folks must turn the clients' needs & wants into orders.
2) An upturn in Sales can revitalize the whole organization. Positives promote energy and a willingness to go the extra mile.
3) An upbeat sales team can maintain, or lead the way to, a positive company culture. This is the great builder of "team".
4) Creativity and problem solution selling keeps customers happy and your organization fulfilled.
The point is that if you're looking for a turn around, your sales force can be an excellent place to start, and provide an excellent return on your efforts.
To come full circle, my squadron commander was right. During the paper shortages early in my career, I learned forms management, re-design, inventory control, the positive use of allocations, close customer communication, and a host of other principles that served me well in my 35 year career.
In the midst of the Caterpillar strike, I learned to embrace the demands, to find a better way, to help them get what they wanted, and how to increase their savings while improving our profitability.
Currently, in my consulting business, it is extremely difficult to find clients who not only know they need help, but have the courage to admit it, the money to do it, & the confidence to pull the trigger.
Whether you realize it or not, your sales team could be the wild card that provides the spark in these tumultuous times. Instead of expense being the millstone about your neck, increased cash flow can lead the way out. Annie get your gun!
Wednesday, January 28, 2009
Notables from Paul Bridle
The other day, I had the occasion to spend some time with Paul Bridle, an English author and speaker. As always, when one has an opportunity such as this, certain impressions and thoughts will surface. This post will share them with you.
Paul is a warm and open individual, filled with confidence and humility all at once. He has a comfortable way of making his points without seeming arrogant or thrusting them upon you. What results, is am easy way of discussing things of note that promote learning and foster good communication.
What was most significant to me was his research of, and findings about, corporate culture. He first of all believes that there are four perceptions within any organization that determine what the culture will be:
1) Between management and the employees. If communications are too top down, if management is condescending; if employees don’t feel management cares about them, one sort of culture is created. The reverse holds true as well.
2) Between teams and//or departments. If certain teams or departments have a superior attitude towards others; if departments don’t feel appreciated; if others are rewarded differently, culture is affected similarly to the above.
3) About your industry. If the industry in which a company operates is considered inferior, so will the employees regard themselves.
4) About your customers. If customers exhibit conduct that lessens their value, like paying late, price buying, or not appreciating good quality and customer service, then this also damages the way the employees see themselves, and spills over to culture.
Secondly, he believes there needs to be a clear purpose for what each employee strives. Surrounding and creating purpose are six critical skills and traits:
1) Ability – the core competencies & skills they have
2) Responsibility – the way they take ownership
3) Communication – the way they listen, write, and speak_
4) Relationships – the way they interact
5) Standards – Accountability starting with management-
6) Measurements – how standards are used to know how they’re doing
If we all have the courage to look at our own operations and culture, it’s evident from Paul’s studies and findings, that we will learn & teach how to be better!
Paul is a warm and open individual, filled with confidence and humility all at once. He has a comfortable way of making his points without seeming arrogant or thrusting them upon you. What results, is am easy way of discussing things of note that promote learning and foster good communication.
What was most significant to me was his research of, and findings about, corporate culture. He first of all believes that there are four perceptions within any organization that determine what the culture will be:
1) Between management and the employees. If communications are too top down, if management is condescending; if employees don’t feel management cares about them, one sort of culture is created. The reverse holds true as well.
2) Between teams and//or departments. If certain teams or departments have a superior attitude towards others; if departments don’t feel appreciated; if others are rewarded differently, culture is affected similarly to the above.
3) About your industry. If the industry in which a company operates is considered inferior, so will the employees regard themselves.
4) About your customers. If customers exhibit conduct that lessens their value, like paying late, price buying, or not appreciating good quality and customer service, then this also damages the way the employees see themselves, and spills over to culture.
Secondly, he believes there needs to be a clear purpose for what each employee strives. Surrounding and creating purpose are six critical skills and traits:
1) Ability – the core competencies & skills they have
2) Responsibility – the way they take ownership
3) Communication – the way they listen, write, and speak_
4) Relationships – the way they interact
5) Standards – Accountability starting with management-
6) Measurements – how standards are used to know how they’re doing
If we all have the courage to look at our own operations and culture, it’s evident from Paul’s studies and findings, that we will learn & teach how to be better!
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