Planning Success

Why does planning seem to be one of those good ideas about which we recognize the value but don’t do frequently or effectively enough? Possibly because when things are going well you don’t think you need to. But don’t wait for problems to arise first. It may be too late when it becomes apparent that customers are consistently not very happy, or losses occur or business is lost and we are forced to refocus. The better strategy is to plan while things are going well. There’s a metaphor that drives this home. If you’re canoeing five miles up river from Niagara Falls and you have a problem with your boat there’s plenty of time to paddle to the bank and make a repair. But if you are one hundred yards away from the Falls, hearing their roar, there’s not much you’ll be able to do before taking the plunge.

As a small business owner, I realize it’s tough to operate the business day to day and take time out to plan. We remember the cliché that if you don’t take time to plan, you are planning to fail. I’m here to tell you that planning meetings can be beneficial, profitable and fun, especially when morale can be enhanced among your associates.

Which resources are available to utilize when the pressure is not severe so you can keep your ship on a successful course? Periodic planning and alignment sessions would be a beneficial tool. These should be conducted possibly every six months but don’t wait more than one year between sessions.

If you are not conducting regular planning sessions, here’s an approach you can consider. First, allocate some time, at least a day and one half, and schedule the session off site. This will focus attention on the importance of the work and invite a brain-storming atmosphere free from daily distractions. You may have to use a weekend day if necessary. This will also allow for some social time among associates and encourage conversation about company issues while not in full operating mode as you would be in the office environment.

At Greco Apparel, we use a system taught by my management consultant, Marc Levin. Marc has worked for years with companies in a number of different industries but the principles remain the same. We start with a review of our mission statement. Is it understandable and still relevant? This can lead to a discussion in answering the critical question of “what business we are in?” This definition may vary from time to time depending on market conditions and client demands or changes in your core competency. As in any brain-storming session, keep an open mind and freely encourage the flow of ideas. You can always be critical later in the session when you pare down the suggestions into a workable plan.

Next, discuss the accomplishments that have occurred during the intervening time since the last sessions. If you’ve never done one, start with accomplishments over the past one or two years. Group people into pairs so they can talk and make a list together. Bring the group back together and list the points on a wall chart. Following this section, ask those same pairs to list the problems, issues and challenges that need attention now. Your goal is to have the solutions become the accomplishments at the next planning meeting.

At this point, you should review your organization chart. Determine if the current structure of the organization is properly aligned to accomplish the goals or make the improvements as have been identified. Consider the roles on the chart and how they are defined. Do you have the right people in the right roles? Who needs more training? Who needs to be reassigned or replaced? Are the managers working to assure that their associates have the proper resources to perform their tasks successfully? Can the managers report that their group is effective and efficient? Have measurements been implemented? What are you key performance indicators?

In our business, we focus on quality garments and complete orders delivered on time. We think this is the way to delight our clients. Which resources need to be added? Are your facilities and systems adequate? Does your software still support your mission? I am certain you will be both surprised and pleased at the contribution your associates can make toward improving the operation. You don’t have to do all that you know but you should strive to learn all you can do. Prioritize and budget for the most crucial changes first.

This planning meeting will be an opportunity for you to tap into an extremely valuable asset -- your own people. How valuable can they be? There was a recent article in Fortune Small Business about a consulting firm that does $134 million in annual volume. And they regularly turn clients away. Their main approach is to make a huge investment and hire the former employees of the client company to brief the consultants about the culture of the troubled client. They learn a tremendous amount of valuable information rapidly and are able to design an implement an improvement strategy for turn-around success.

Since this is at least one method that works, why wait until you run into trouble and lose employees and possibly your business? Plan to have a planning session so you can ask your current employees for their critical and invaluable contributions while they still work for your company. Use the assets you have readily available to invest in your future success. You also have an excellent opportunity to express that value of your leadership as you contribute your philosophy and guidance during the meetings.

Joseph Greco is president of Greco Apparel. Visit them on the web at www.grecoapparel.com