What's good for your employees is good for your managers.
In a previous article I outlined how I went about gathering information regarding, and then assisting, individuals in your sales force. My belief is that everyone, from the CEO to the newest line worker, is accountable. Accordingly, each associate should be open to a review of not only their performance, but a look at HOW they go about getting it done.
Certainly, each person's results against his or her goals and objectives comes first. But if a trail of disappointed or frustrated customers, internal or external, is left in their wake, this must be corrected every bit as much as the numbers themselves. Perhaps we've experienced a great customer or a solid employee leave us over poor communication, no sense of urgency, or overly aggressive behavior.
Too much is at stake for us to fail to address these issues.
The approach I take with managers is very similar, as it should be, to individual employees. Most all of what I do begins with 1 to 1 interviews which include personality profiles for not only the manager, but those around them. By talking with persons involved with the particular manager, both reports and others who may work with them in a more casual manner, I can begin to paint a realistic picture. Others, including upstream and downstream employees assist in getting it right.
When all this data is viewed in light of every one's personality profile,it's rare that it isn't quite accurate.
The next step is to discuss the findings with the CEO. The findings may vary from extremely positive to disturbingly negative. The CEO will know intuitively how accurate the study is, but more importantly the data confirm it. My goal is to explain the interactivity and why certain results follow, to make the results crystal clear and understandable.
Obviously, action taken is much easier when it's favorable. The CEO and I can reinforce behaviour. There might even be a discussion about a possible promotion or pay raise with the manager &and CEO.
If the findings are negative, it becomes bit more delicate.
I will then discuss them with the manager to the end of determining how well they understand and accept the findings. This is critical because it is far more "doable" for any of us to make necessary changes if we understand the challenges. It will also most likely make a difference with the CEO if the manager is open to change, all things considered. How to move ahead is then up to the CEO, as it should be. There might be a Performance Improvement Plan or at least coaching issues that are pursued.
This process is simple you may say. It IS simple I would say, but it MUST be to keep the emotion out, and the process fair to all. If done right, change can take place without threatening anyone. Improved results then will follow.
Monday, December 12, 2011
Wednesday, November 16, 2011
Evaluation & Mentoring of Individual Sales Persons
Niching companies through Tactical & Strategic Planning, mentoring Ownership & Top Management, & evaluating & assisting the sales forces constitute the bulk of my consulting business. It is what I not only do best, but find the most fulfilling.
However, the marketplace is certainly in a dynamic mode now, and my existing and potential clients seem to have a long standing issue that makes for a new need. It is the individual analysis of, and developing a plan for, the individuals in Sales.
Because of an economy that forces staff reduction to remain profitable, and an extremely competitive marketplace, poor results put more pressure on Sales. And it often tends to single out individual performances.
The quandary for the company is to make sure everyone is performing w/out going on a witch hunt. This is where a neutral third party, often a consultant, can help. Without this objectivity, frustration can creep in, & may be the cause of making potentially large mistakes. I've seen good sales people run off through faulty peer or management pressure, and I've also witnessed non-performers hang around due to distaste for confrontation, or a concern for the person's longevity.
Objectivity, facts and data, must be brought to the process. Interviews need to be conducted without bias. Fellow workers, peers, and even customers (with permission) may be contacted. Performance figures will also be gathered and held up to expectations & benchmarking.
At the same time, it must be discerned if the sales person has everything he or she needs from the company. Training, management support, clear goals, technology, equipment, and a motivational sales remuneration plan come into play here. The wise focus on results, meaning volume, profitability, & customer satisfaction, not politics or even popularity.
The findings are then presented to management in written form with pertinent supporting data. Recommendations are included for moving forward, which can involve everything from promotion and taking full advantage of strengths, to improvement suggestions for weaker areas complete with a mentoring plan, to consideration of a Performance Improvement Plan.
This may seem harsh to some, but these are the realities of accountability, clearly from management to the newest employee.
Hengsbach & Associates
However, the marketplace is certainly in a dynamic mode now, and my existing and potential clients seem to have a long standing issue that makes for a new need. It is the individual analysis of, and developing a plan for, the individuals in Sales.
Because of an economy that forces staff reduction to remain profitable, and an extremely competitive marketplace, poor results put more pressure on Sales. And it often tends to single out individual performances.
The quandary for the company is to make sure everyone is performing w/out going on a witch hunt. This is where a neutral third party, often a consultant, can help. Without this objectivity, frustration can creep in, & may be the cause of making potentially large mistakes. I've seen good sales people run off through faulty peer or management pressure, and I've also witnessed non-performers hang around due to distaste for confrontation, or a concern for the person's longevity.
Objectivity, facts and data, must be brought to the process. Interviews need to be conducted without bias. Fellow workers, peers, and even customers (with permission) may be contacted. Performance figures will also be gathered and held up to expectations & benchmarking.
At the same time, it must be discerned if the sales person has everything he or she needs from the company. Training, management support, clear goals, technology, equipment, and a motivational sales remuneration plan come into play here. The wise focus on results, meaning volume, profitability, & customer satisfaction, not politics or even popularity.
The findings are then presented to management in written form with pertinent supporting data. Recommendations are included for moving forward, which can involve everything from promotion and taking full advantage of strengths, to improvement suggestions for weaker areas complete with a mentoring plan, to consideration of a Performance Improvement Plan.
This may seem harsh to some, but these are the realities of accountability, clearly from management to the newest employee.
Hengsbach & Associates
Tuesday, June 7, 2011
Business Gets in the Way of the Blog
Several weeks ago, I wrote my last blog, citing that things were in the process of getting busier, and that the writing of the "Book" had been side tracked. Four months' later, I'm writing this one about the blogs being suspended.
For you that follow my articles religiously (yes there are a few), I apologize, but there just hasn't been time. If my client activity is any indication, our economy is picking up, even though it is hard to feel that way considering its fundamentals, like unemployment, foreclosures, and housing starts.
For me, it has been two primary accounts, one quite large, & one small to medium. One within the printing industry, and one outside it. Charter Steel is a billion dollar company in Saukville Wisconsin; they have asked me to do a SWOT Analysis, within the Strategic Planning arena. JP Graphics is a $5-10 million company, and is an offset, sheet-fed, 4-color printer in Appleton, Wisconsin.
They are each very different, but are similar in that they each have great people and strong leadership. I'm honored to work with each of them.
More to follow, but I just wanted to get you this update. Thanks for your patience & understanding.
For you that follow my articles religiously (yes there are a few), I apologize, but there just hasn't been time. If my client activity is any indication, our economy is picking up, even though it is hard to feel that way considering its fundamentals, like unemployment, foreclosures, and housing starts.
For me, it has been two primary accounts, one quite large, & one small to medium. One within the printing industry, and one outside it. Charter Steel is a billion dollar company in Saukville Wisconsin; they have asked me to do a SWOT Analysis, within the Strategic Planning arena. JP Graphics is a $5-10 million company, and is an offset, sheet-fed, 4-color printer in Appleton, Wisconsin.
They are each very different, but are similar in that they each have great people and strong leadership. I'm honored to work with each of them.
More to follow, but I just wanted to get you this update. Thanks for your patience & understanding.
Friday, March 4, 2011
Getting the Most From PIW Seminars
Although the recent Planning Seminar was an overwhelming success with the participants (4.75 of 5.0 overall approval rating), the attendance from the PIW membership, was less than expected.
Despite Michael Makin's emphasis on the importance of planning with our businesses, and his contention that PIA Profit Leaders put much more into training & learning than the average, seminar attendance, pretty much whatever the topic, continues to be light.
Is it the cost? Even with the Economy & the slow recovery being what it is, this doesn't seem to be the case. The usual price of $159 for members for an entire day is more than reasonable, and discounts are provided for multiple attendees from the same company.
Is it the time involved? Possibly. Certainly, layoffs over the last 2 years have served to add work to all of us. We've had to learn to live with less help to get the total job done. Even many owners have found themselves wearing more hats, and having less time to be the leader they want to be. Still, we must realize that when we reduce investing in our people, we are at the very least mortgaging our future. A wrinkle here is to have half-day sessions, but with the travel time involved, it's not always effective.
Is it the topics? Again, possibly. However, the PIW staff repeatedly solicits ideas from the membership, to tell them what's hot and what's not. It seems hard for them to put together a program that the membership will "flock" to. Witness the Digital Workflow Seminar Joe & Judi asked me to put together last September. We had 20 people attend (and again the approval rating was very high), but given the importance of the topic (in my opinion), it should have been double that amount.
Is it the presenters? Let's not be prideful here; we should again examine the possibilities. Generally speaking, the seminar facilitators & speakers must be experienced & more than competent to even make it to PIW's radar screen. And with the feedback ratings given the attendees, less than knowledgeable, incisive, and helpful presenters are not invited back. One fact that seems to make a difference though, is to invite well known personalities. Michael Makin & Jac Garner are two examples. The downside, excepting Michael & Jac, is the best known are not always the most competent on the given subject.
From my standpoint this pretty much covers the issues potentially affecting attendance. But if I've missed something, please let Judi, Joe, or me know; your input will be invaluable. Remember, different points of view, or even disagreement can be, are, and will be treated as a gift. We all want to get better each day; this can be a way to do just that.
Despite Michael Makin's emphasis on the importance of planning with our businesses, and his contention that PIA Profit Leaders put much more into training & learning than the average, seminar attendance, pretty much whatever the topic, continues to be light.
Is it the cost? Even with the Economy & the slow recovery being what it is, this doesn't seem to be the case. The usual price of $159 for members for an entire day is more than reasonable, and discounts are provided for multiple attendees from the same company.
Is it the time involved? Possibly. Certainly, layoffs over the last 2 years have served to add work to all of us. We've had to learn to live with less help to get the total job done. Even many owners have found themselves wearing more hats, and having less time to be the leader they want to be. Still, we must realize that when we reduce investing in our people, we are at the very least mortgaging our future. A wrinkle here is to have half-day sessions, but with the travel time involved, it's not always effective.
Is it the topics? Again, possibly. However, the PIW staff repeatedly solicits ideas from the membership, to tell them what's hot and what's not. It seems hard for them to put together a program that the membership will "flock" to. Witness the Digital Workflow Seminar Joe & Judi asked me to put together last September. We had 20 people attend (and again the approval rating was very high), but given the importance of the topic (in my opinion), it should have been double that amount.
Is it the presenters? Let's not be prideful here; we should again examine the possibilities. Generally speaking, the seminar facilitators & speakers must be experienced & more than competent to even make it to PIW's radar screen. And with the feedback ratings given the attendees, less than knowledgeable, incisive, and helpful presenters are not invited back. One fact that seems to make a difference though, is to invite well known personalities. Michael Makin & Jac Garner are two examples. The downside, excepting Michael & Jac, is the best known are not always the most competent on the given subject.
From my standpoint this pretty much covers the issues potentially affecting attendance. But if I've missed something, please let Judi, Joe, or me know; your input will be invaluable. Remember, different points of view, or even disagreement can be, are, and will be treated as a gift. We all want to get better each day; this can be a way to do just that.
Thursday, March 3, 2011
PIW Planning Seminar Top Rated at 4.75 0f 5.0
Planning is a very unpopular discipline, probably close to Controling in the manager's toolkit. It's not exciting for most people, and since the results are seen in the future, it's more difficult to measure.
Because we anticipated and prepared accordingly, this was a valuable day for those who attended. It wasn't made necessarily fun, the dynamics were solid, and everyone more than got what the come for.
The reatings apeak for themselves.
Because we anticipated and prepared accordingly, this was a valuable day for those who attended. It wasn't made necessarily fun, the dynamics were solid, and everyone more than got what the come for.
The reatings apeak for themselves.
Wednesday, February 2, 2011
Business Gets in the Way of the Book
It looks like February, and part of March, will be a lean month for my split personality, the "author." The book, Achieving Greatness through Mutual Accountability will have to wait.
The old saying goes, "Be careful for what you wish for", and I have been striving for new clients. I find them through such things as referrals, seminars, newsletters, & my PIW Membership. And it all requires time.
Accordingly, the processing of the data gathered and the actual authoring itself have been relegated to the back burner for the month of February.
The PIW Strategic Planning Seminar I am giving is set for February 17th, and requires much preparation. I will present the all-day conference using over 85 Power Point slides, and 30 articles, many of which I have written, over the last 3+ years. Thank God for that, but it is still a sizable job to put it all together.
Following that, I will be processing the Seminar ratings (what can I learn/do better?), and following up issues that arose that day.
Then comes the Book Manufacturers Institute (BMI) IT & Digital Roundtables in Chicago, the second week of March. As BMI Training & Education Committee Chairman, I am responsible, along with BMI's Executive Director, for putting them together. Over 40 people from all over the Country will attend. Great stuff, but again it takes time.
So please don't fret about my lack of Blogs in the next few weeks; know that I am well, and more than occupied. And most importantly; the Book still rules!
The old saying goes, "Be careful for what you wish for", and I have been striving for new clients. I find them through such things as referrals, seminars, newsletters, & my PIW Membership. And it all requires time.
Accordingly, the processing of the data gathered and the actual authoring itself have been relegated to the back burner for the month of February.
The PIW Strategic Planning Seminar I am giving is set for February 17th, and requires much preparation. I will present the all-day conference using over 85 Power Point slides, and 30 articles, many of which I have written, over the last 3+ years. Thank God for that, but it is still a sizable job to put it all together.
Following that, I will be processing the Seminar ratings (what can I learn/do better?), and following up issues that arose that day.
Then comes the Book Manufacturers Institute (BMI) IT & Digital Roundtables in Chicago, the second week of March. As BMI Training & Education Committee Chairman, I am responsible, along with BMI's Executive Director, for putting them together. Over 40 people from all over the Country will attend. Great stuff, but again it takes time.
So please don't fret about my lack of Blogs in the next few weeks; know that I am well, and more than occupied. And most importantly; the Book still rules!
Monday, January 24, 2011
PIA 2011 Forecast Part 1, Trends & Tactics
When my copy of this long-awaited document finally arrived in the mail today, it was not anticlimactic. Well put together in a logical progression, it provides an effective complement to our individual and collective efforts in building growth & profits. What a nice painting of the picture Michael Makin and his folks accomplished in putting together a complete and comprehensive report.
I was honored to be a small part of a very distinguished group of contributors; such as Patrick Sweeney of Caliper; Steve Creasey of Bobst North America; & Bob Elliott of CPIA.
Since deadlines are well ahead of the publish date, these articles were written several weeks ago. In going through mine again, as part of the whole picture, it seemed to fit in well. The "must" of Planning, Committing, Leading, Organizing, and having the Courage to change, were mentioned by Michael in his introductory message.
Take some time to go through your issue; it should provide your team and you with some well thought-out information with which to finish the framing of your year.
I was honored to be a small part of a very distinguished group of contributors; such as Patrick Sweeney of Caliper; Steve Creasey of Bobst North America; & Bob Elliott of CPIA.
Since deadlines are well ahead of the publish date, these articles were written several weeks ago. In going through mine again, as part of the whole picture, it seemed to fit in well. The "must" of Planning, Committing, Leading, Organizing, and having the Courage to change, were mentioned by Michael in his introductory message.
Take some time to go through your issue; it should provide your team and you with some well thought-out information with which to finish the framing of your year.
Thursday, January 20, 2011
PIW Planning Seminar Content
The February 17th PIW Seminar on Planning may be the most useful day you’ve ever spent!
This will be an interactive day with lots of discussion. Bring your questions.
Here’s what will be covered:
Why plan? What are the benefits? Consequences of not Planning
Types of Planning: Informal, Tactical, Operational, Scenario, Strategic
How do you begin? The advantages of Budgeting & Forecasting Commitment from the top
Why involve others in the Process? Is the answer really in the room?
What is a Process anyway? What does it get us?
The role of a facilitator Advantages & Disadvantages Who should it be?
Should I hire a consultant? Advantages & Disadvantages
The importance of “Fierce Conversations” What are “Fierce Conservations?”
The value of questioning, opinions, & disagreement
Mission, Values, & Vision Definition of each What makes these so critical?
The invaluable 4 Quadrant discussion of customers & products
The 3 Value Disciplines of Market Leaders: Customer Intimate, Operational Excellence, & Product Leadership
Core Competencies How to discover them How to take advantage
Complete Outlines of each Strategic Planning Meeting What should be accomplished in each? How?
Can Planning time be shortened? How?
How to experience awesome meetings with complete buy-in What, and what not, to do
The importance of Focus & Niche How do we get focused? What are the advantages of Niche?
How is Competitive Advantage attained?
The Why & How of Internal Scanning Finding your sweet spot & building on it
Facing your weaknesses Moving away from them Shoring them up w/o spending excessive time and money
Questionnaires/Interviews/Tools to gathering information
External Scanning Looking at the marketplace, customers, controllable & uncontrollable factors
The P.E.S.T. Analysis Porters Five forces S.W.O.T. Analysis
Questionnaires/Interviews/Tools to gather information
Setting goals Goals should be S.M.A.R.T.E.R.
Developing Competitive Strategy Strategic Focus & Formulation to achieve goals
Action Planning Developing Objectives with Time Lines to support Achievement of Goals
Assigning “Champions” with ownership of responsibility What makes a “Champion?”
Importance of continued Commitment from Owner
HOW TO WRITE THE PLAN Developing your “authors” from within
Creating a viable Format The importance of an Executive Summary
Eliminating rhetoric & redundancy CREATING A PLAN YOU WILL USE
The priceless discussion/scribing, of time, people, core competencies, equipment, material, & technology
Implementation: Why does it fail all too often? Avoiding those pitfalls
Using your Champions to create a subculture of success
Details, Details, Details - making them fun, using the appropriate personality styles
Completion/Approval of Plan Celebratory Lunch
Communicating Plan to Employees Obtaining Company-wide buy-in as you do
Quarterly Evaluations Measuring, Monitoring, Deviations, Changes? Peer Circles to get it done
Whew, what a day? If you leave without some great insights, handouts (I have more than 30 of them ), & ideas, I’ll be amazed!
This will be an interactive day with lots of discussion. Bring your questions.
Here’s what will be covered:
Why plan? What are the benefits? Consequences of not Planning
Types of Planning: Informal, Tactical, Operational, Scenario, Strategic
How do you begin? The advantages of Budgeting & Forecasting Commitment from the top
Why involve others in the Process? Is the answer really in the room?
What is a Process anyway? What does it get us?
The role of a facilitator Advantages & Disadvantages Who should it be?
Should I hire a consultant? Advantages & Disadvantages
The importance of “Fierce Conversations” What are “Fierce Conservations?”
The value of questioning, opinions, & disagreement
Mission, Values, & Vision Definition of each What makes these so critical?
The invaluable 4 Quadrant discussion of customers & products
The 3 Value Disciplines of Market Leaders: Customer Intimate, Operational Excellence, & Product Leadership
Core Competencies How to discover them How to take advantage
Complete Outlines of each Strategic Planning Meeting What should be accomplished in each? How?
Can Planning time be shortened? How?
How to experience awesome meetings with complete buy-in What, and what not, to do
The importance of Focus & Niche How do we get focused? What are the advantages of Niche?
How is Competitive Advantage attained?
The Why & How of Internal Scanning Finding your sweet spot & building on it
Facing your weaknesses Moving away from them Shoring them up w/o spending excessive time and money
Questionnaires/Interviews/Tools to gathering information
External Scanning Looking at the marketplace, customers, controllable & uncontrollable factors
The P.E.S.T. Analysis Porters Five forces S.W.O.T. Analysis
Questionnaires/Interviews/Tools to gather information
Setting goals Goals should be S.M.A.R.T.E.R.
Developing Competitive Strategy Strategic Focus & Formulation to achieve goals
Action Planning Developing Objectives with Time Lines to support Achievement of Goals
Assigning “Champions” with ownership of responsibility What makes a “Champion?”
Importance of continued Commitment from Owner
HOW TO WRITE THE PLAN Developing your “authors” from within
Creating a viable Format The importance of an Executive Summary
Eliminating rhetoric & redundancy CREATING A PLAN YOU WILL USE
The priceless discussion/scribing, of time, people, core competencies, equipment, material, & technology
Implementation: Why does it fail all too often? Avoiding those pitfalls
Using your Champions to create a subculture of success
Details, Details, Details - making them fun, using the appropriate personality styles
Completion/Approval of Plan Celebratory Lunch
Communicating Plan to Employees Obtaining Company-wide buy-in as you do
Quarterly Evaluations Measuring, Monitoring, Deviations, Changes? Peer Circles to get it done
Whew, what a day? If you leave without some great insights, handouts (I have more than 30 of them ), & ideas, I’ll be amazed!
Tuesday, January 11, 2011
Strategic Planning (SP) Step #2
The second gathering comes after three other tasks have been completed: Step #1, the discovery of your Mission, Values, and Vision (MVV's), and Team Selection. Please see those three other articles.
This as most of the Strategic Planning Team (SPT) gatherings is off site (keeps interruptions to a minimum), but near the company offices, for most of the day. This will allow for the members to spend some time, early and/or late, to cover operational responsibilities.
The President (P) begins with a strong commitment for SP from the top. A crucial step. P explains the why and what of the Planning effort. He/she reviews the Team Selection criteria, and why each was chosen. Next comes the "how", which points to the need for their sense of urgency, critical thinking, and contributions. Diversities of thought are valued, and in fact validate the Process. He/She is making their own sacrifice in allowing the Facilitator (F) to lead. Control is being sacrificed in order to achieve the greater good for all. It's all about "Fierce Conversations." See separate article.
F then briefly gives an overview of the Steps, complete with time line, and his/her style of being there for them. Next the findings of the group discovering the MVV's is reviewed and discussed for validity. Perceived inaccuracies are ironed out; conclusion is verified.
Finally an overview, as always, is given for the next Step, along with reading material needing study. Questions & answers will complete this first Team Step.
This as most of the Strategic Planning Team (SPT) gatherings is off site (keeps interruptions to a minimum), but near the company offices, for most of the day. This will allow for the members to spend some time, early and/or late, to cover operational responsibilities.
The President (P) begins with a strong commitment for SP from the top. A crucial step. P explains the why and what of the Planning effort. He/she reviews the Team Selection criteria, and why each was chosen. Next comes the "how", which points to the need for their sense of urgency, critical thinking, and contributions. Diversities of thought are valued, and in fact validate the Process. He/She is making their own sacrifice in allowing the Facilitator (F) to lead. Control is being sacrificed in order to achieve the greater good for all. It's all about "Fierce Conversations." See separate article.
F then briefly gives an overview of the Steps, complete with time line, and his/her style of being there for them. Next the findings of the group discovering the MVV's is reviewed and discussed for validity. Perceived inaccuracies are ironed out; conclusion is verified.
Finally an overview, as always, is given for the next Step, along with reading material needing study. Questions & answers will complete this first Team Step.
Tuesday, January 4, 2011
Step #1 Strategic Planning (SP)
As I'm preparing my material for giving an upcoming Planning Seminar for Printing Industries of Wisconsin (PIW),I realized I never wrote a blog or articles for the first two meetings of SP. Since I want to have handouts for all, I'll create them here.
Accordingly, here's what should take place, and why, It assumes you've made the decision to begin the Process, and that you've chosen a facilitator or hired a consultant.
The President/CEO (P) meets with the Facilitator/Consultant (F) to get the ball rolling. After settling the basics of engagement, (P) briefs (F) on the current situation of the company, including financials, strengths & weaknesses. Obviously the purpose/results desired will be discussed, as well as how SP will meet this need.
If the President is not familiar with, or hasn't done, formal planning previously, the depth of the interchange is increased. Time, resources such as people, machines, & money are brought into the mix such that (F) gets the picture being painted.
If there are unique individuals or Family-Owned issues, this is the time for them. In short, F should be given a crash course in looking at the company from an executive standpoint. Agreement should be reached on time line.
Next comes F's turn in discussing Team selection, and what type of person is needed. That person is not a stereotyped clone, but rather just the opposite. It's very critical for the team to be a diverse group of people in terms of background, personality style, and discipline. Please see the separate article on SPT Selection.
Provisions should be made at this time for discovering the company's Mission, Values, and Vision (MVV). The ideal time is between this first gathering & the second. F & P will meet with 4-6 people, probably not the Team members, to accomplish this. They will be longer standing employees from various departments that understand who the company is, where it's been, and where it's going. As with the SPT, F will be in charge, not P, for the same reasons.
Finally, something that permeates through all this communication is "Fierce Conversations" Please see separate article. It is extremely important that P embraces the approach that F uses.
There's a tremendous need for unanimity here, which makes this start crucial to success.
Accordingly, here's what should take place, and why, It assumes you've made the decision to begin the Process, and that you've chosen a facilitator or hired a consultant.
The President/CEO (P) meets with the Facilitator/Consultant (F) to get the ball rolling. After settling the basics of engagement, (P) briefs (F) on the current situation of the company, including financials, strengths & weaknesses. Obviously the purpose/results desired will be discussed, as well as how SP will meet this need.
If the President is not familiar with, or hasn't done, formal planning previously, the depth of the interchange is increased. Time, resources such as people, machines, & money are brought into the mix such that (F) gets the picture being painted.
If there are unique individuals or Family-Owned issues, this is the time for them. In short, F should be given a crash course in looking at the company from an executive standpoint. Agreement should be reached on time line.
Next comes F's turn in discussing Team selection, and what type of person is needed. That person is not a stereotyped clone, but rather just the opposite. It's very critical for the team to be a diverse group of people in terms of background, personality style, and discipline. Please see the separate article on SPT Selection.
Provisions should be made at this time for discovering the company's Mission, Values, and Vision (MVV). The ideal time is between this first gathering & the second. F & P will meet with 4-6 people, probably not the Team members, to accomplish this. They will be longer standing employees from various departments that understand who the company is, where it's been, and where it's going. As with the SPT, F will be in charge, not P, for the same reasons.
Finally, something that permeates through all this communication is "Fierce Conversations" Please see separate article. It is extremely important that P embraces the approach that F uses.
There's a tremendous need for unanimity here, which makes this start crucial to success.
Monday, January 3, 2011
Michael Makin & the Importance of Planning
As we printers all know, Michael, was here last month to help Printing Industries of Wisconsin celebrate our 75th Anniversary. Prior to the open house, Michael spoke to the member leadership regarding our future.
While he did not paint a rosy picture for everyone, there were some positives for those who were forward looking and Profit Leaders. Digital Print played a prominent part, as did our changing role of content providers. Certainly there are threats, but in them opportunities as well.
It was very interesting to me to hear him say, as he discussed forging our future, that planning was one of our collective weakest areas. From what I see day to day, I would agree, but after all, I'm a consultant & you might expect that. Still, Joe Lyman, Judi Wolters, and I had already agreed to put on a seminar on Planning in February. Fortuitous timing.
Later on, at the open house, I spoke with Michael about the upcoming seminar, and he was pleased, which was gratifying to hear.
Mark your calendars for February 17th.
In this interactive session, we will discuss several types of planning: informal, Strategic, Tactical, Operational, & Scenario. Resource availability, along with plenty of information & handouts will be provided. The goal is to stimulate creative ideas you can take back to your organization to foster growth & profitability.
Watch for another announcement to come from PIW next week. As always, feel free to contact me if you have further questions.
See you there!
While he did not paint a rosy picture for everyone, there were some positives for those who were forward looking and Profit Leaders. Digital Print played a prominent part, as did our changing role of content providers. Certainly there are threats, but in them opportunities as well.
It was very interesting to me to hear him say, as he discussed forging our future, that planning was one of our collective weakest areas. From what I see day to day, I would agree, but after all, I'm a consultant & you might expect that. Still, Joe Lyman, Judi Wolters, and I had already agreed to put on a seminar on Planning in February. Fortuitous timing.
Later on, at the open house, I spoke with Michael about the upcoming seminar, and he was pleased, which was gratifying to hear.
Mark your calendars for February 17th.
In this interactive session, we will discuss several types of planning: informal, Strategic, Tactical, Operational, & Scenario. Resource availability, along with plenty of information & handouts will be provided. The goal is to stimulate creative ideas you can take back to your organization to foster growth & profitability.
Watch for another announcement to come from PIW next week. As always, feel free to contact me if you have further questions.
See you there!
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