Planning Ahead... A Framework for our Goals.

It's been since August 24th that we've had a post here... Wow! That's a long time. I'd love to see someone contribute if they can.

Anyhow, to recap some of what I remember as important from Monday's meeting, Charlie cleverly put up a poster board with for the group to think about what (as a group) are our (A) Long-term Goals (B) Medium-term Goals and (C) Short-term goals.

After filling in the blanks a bit, we realized that this is type of business planning that we all see as a huge opportunity for improvement in our professional lives.

Patrick, how many people raised there hand as having a "Business Plan" at the Chain Gang event last week? Not many as I recall. But this is really important and is shedding a good deal of light on why we are having common problems and seem to share a sense of frustration with the "treading of water" in our businesses. How many of each of us have a business plan? Anyhow, from the standpoint of "Backwards Planning" or "Defining and End Of State" as Patrick and I have mentioned, this should be a valuable and short exercise.

We floated the idea of using Charlie's "context as a framework for each of us to provide and present to the group a short business plan summary; nothing too formal is necessary here. I've combined Charlies framework with some concepts I've adapted from the book Simpleology, which I'd recommend we all read.

Since we were all in agreement that this is a very important step towards getting to the next level, the consensus was that we could accomplish this task in 1 to 2 weeks (realistically 1 or 2 hours of serious reflection).

Ideally (for me anyway), presenting this to the group would be analogous to the smoker announcing to the world that he has quit; it leaves us on the hook. However, if you do not feel announcing to the group is in your best interest, I do that a personal decision; but it may still be valuable to complete the exercise.

So here it is... as best as I can recollect (Do your best)

1. Long-Term Target (6 months to 1 Year)

• Define what your business will look like in a six month to one year time frame.
• Think in any terms of customer base, projects in queue, sales pipeline, customers you don’t have, customers you don't want to have, marketing plan, communciation plans, number of employees, types of employees, number of hours they work, layout of office, your daily work activities, your health, your free time, etc.
• The more clarity, the better; don’t worry this can change.
• What are the systems, policies, role definitions, procedures, daily, weekly, monthly exercises that have to be performed that support this long-term picture?
• Evaluate the consequences of failure of not having this picture in place.

2. Medium-Term Target (1 months to 6 Months)

• In a manner that supports the “Long-term” target, which element (singular) of the above plan are most “achievable” and definable so that focused energy and attention can be paid to that one particular element.
• Can it be achieved in a 1 to 6 month time frame?
• Clearly define what the requirements and steps backwards from finish to start are required to finish off this element of your long-term plan.
• Focusing on more than 1 element at a time may take energy and focus away from the desired result.
• Evaluate the consequences of failure of not achieving this step.
  

3. Short-Term Target (1 Week to 1 Month)

• In a week or two time frame, what steps can be accomplished that support your Medium-Term Target.
• Clearly define an exacting plan of what daily steps need to be put into place to isolate and accomplish this vital element of your Medium-term target.

4. Daily Tasks

• Working backwards where possible, define what steps can be accomplished today.
• Evaluate each decision you make today and whether the decision or activity you perform supports or hinders your progress towards completion of your short-term target.