What is Planning, and How Might We Begin?

When discussing the role of planning with potential clients, I try to explain the "why" before I get them comfortable with the 'how'. To some, planning seems to be a waste of time: action is what they want. Results and improving outcomes are in fact what it's all about, but without planning, actions can be meaningless, if not expensive & counter productive.

So let's begin slowly. Planning can be a casual conversation with your CFO, or a discussion of an equipment purchase with your Executive Committee. Perhaps it's putting together an Operational Plan for improved efficiency, or it might be committing to Strategic Planning.

In any case, it's preparing for your future by understanding who you are, what your customers want, the inside & outside dynamics you face, and then taking appropriate action to secure the outcome you desire.

An extremely important consideration not always understood is: at what point & at what depth should others be involved? It then becomes a process? A process is involving others in a decision in an organized manner, gathering data & opinions, and "discovering" together the correct course of action. Discovering means no agendas; it is what it becomes.

When other people are added to the mix, especially if you're the "Big Boss" & they don't interact with you on a day to day basis, the situation becomes more complicated. Why? It may not be what you think.

Most people are willing to work, and if you've chosen & hired & trained well, competent and informed. I believe their intentions are generally good, and they want to do what's right. So if I'm accurate, what can go wrong?

Well, human nature moves each of us toward positives & away from negatives. In the work environment, this means performing tasks that add value, are recognized, and rewarded. It also means avoiding others that are counter productive, involve criticism, or have negative consequences.

If this process part of of planning is taken into a hierarchical environment, it can mean not getting honest answers and feedback. And without "Fierce Conversations", the process turns into pleasing the boss(es). This, of course, fouls the whole endeavor, because there's not really consensus, understanding, and buy-in, although it may appear that way.

Even if some good decisions are made, efficiency is reduced because everyone's not pulling in the same direction. These are the consequences of an Owner/President who says, "I don't understand why this endeavor failed; we had total agreement" Unfortunately, the total agreement was to keep the boss happy.

Unfortunately, this situation happens all too often, but it can be avoided. How so? With a third party who is impartial, has nothing to gain, and has a knack for putting even the most reticent at ease. It may be a business associate, or a consultant, but should be an experienced person not associated with the company.

He or she will create a very "flat" environment with no one in charge (especially The Big Boss). There are no foolish comments or questions; everybody's contributions are equal.

Only in this way will honest feedback be given and received. The answer basically is in the room, and will only be discovered under these set of circumstances. This is so simple, and yet so complex.

Successful and experienced people (owners) tend to think they can do anything. They (& I'm including myself) have big egos and believe that most everyone will "tell it like it is" & not patronize them. In my 30+ years, I can tell you it just isn't reality. Accordingly, the last thing they may want to do is to ask someone from the outside to come in to get this done. It involves giving up some control which is incredibly difficult for many executives. Yet when they don't, success is at best 10-15%.

Please, if you're on the Planning team, don't let your President make this mistake. And if you are he or she, have the courage to ask someone outside of the organization to facilitate.