Discussion: View Thread

On 4 Mar 98 at 9:25, Andrew Smith wrote:


> HERE IS THE PROBLEM:
> Even if the plan has been broken down into simple bite-size pieces, and
> everyone agrees to fully support it, this same problem is likely to occur.
> People will not continue to work the plan! Implementation looses impetus.
> They start in high spirits with lots of enthusiasm, but over the next few
> months, they are likely to drift off course. Many are easily distracted off
> a business development path. If a mini or major crises occurs, all attention
> goes to the crisis event. Then when the crises ebbs, the strategy focus gets
> diminished. If left unchecked, progress will likely halt.

Andrew, I have prepared two "help cards" on the subject, one is
called an Integrated Model of Strategic Planning, and the other is
How To Make Strategic Planning Work.

You can read the cards at our web site (at least partially), at
http://www.escape.ca/~rbacal under the help card section. The cards
are in a graphic format and may take some time to load.


Robert Bacal, Inst.For Cooperative Communication, rbacal@escape.ca
Visit our Resource Centre for articles on mgmt.,training,communication, and defusing hostility
at http://www.escape.ca/~rbacal (204) 888-9290
*Site Last Updated On Jan 24, 1998*

Here is a problem that I suspect affects all organizations and many
individuals. If you have some solution ideas, I believe many would welcome
your input.

THE SITUATION:
I teach strategic, business project planning skills. I also facilitate a
large number of planning sessions every year. I work with small, medium and
large businesses. I also work with a wide range of government and
not-for-profit service organizations.

HERE IS THE PROBLEM:
Even if the plan has been broken down into simple bite-size pieces, and
everyone agrees to fully support it, this same problem is likely to occur.
People will not continue to work the plan! Implementation looses impetus.
They start in high spirits with lots of enthusiasm, but over the next few
months, they are likely to drift off course. Many are easily distracted off
a business development path. If a mini or major crises occurs, all attention
goes to the crisis event. Then when the crises ebbs, the strategy focus gets
diminished. If left unchecked, progress will likely halt.

HERE IS MY BEST SOLUTION TO DATE:
My best solution so far is a collection of simple common-sense steps:
1. I warn participants of this deadly problem at the start of the planning
session.
2. I secure a preliminary agreement at the start of the session from the
C.E.O or highest level person participating. The agreement is: "If we are
able to formulate a business development strategy that you agree is very
likely to have very high pay-offs and it is broken-down into simple to
achieve steps, would you agree to support it 100% on a weekly basis"?
3. I repeat the warning several times during the session.
4. All throughout the session, I work towards this goal of high pay-offs and
simple implementation steps.
5. The last item on the agenda is to get a signed agreement from the C.E.O.
or highest level person that they will commit to weekly progress reports.
The agreement states that the progress report will be prepared and
circulated EVEN IF THERE IS NO PROGRESS TO REPORT.
6. In some situations, I become part of the project or implementation team.
I attend the monthly progress meeting. However for a number of reasons, this
is not practical for a large number of the projects I get going.

This system has made a significant improvement in the implementation
effectiveness for many organizations, but for some, it is still not enough.

DO YOU HAVE ANY IMPROVEMENT SUGGESTIONS?

Best regards to all, Andrew

-----------------------------------------------------
Andrew Smith, Managing Director
Personal Effectiveness Consultants Ltd
& Accelerated Planning Technique Ltd
PO Box 33-385 Takapuna, Auckland, New Zealand
Tel:64-9-486-2879 Fax:64-9-486-5588
E-mail: Plan@apt.co.nz

Andrew,

I too have had similar experiences. I use search conference methods to develop
action plans around certain issues. I find that the answer is similar to what
you are doing: commitment to accountability.

Sometimes there are good reasons why the plan and the people falter; perhaps,
some aspect of their reality was insufficiently considered. Many times it is
because the organization or its leadership is skewed towards one aspect of a
company. They may be very good at setting up the systems and the progress
reports but they lack the skills to communicate. Or they are great at coalescing
around values but they have a problem with the specific knowledge or attitudes
that the situation requires. At other times, it's a matter of resources -- time,
money, power, equipment -- that gets in the way.

So I ask the question, "what would have this plan fail". I do so in the
knowledge where possible of what the tendency of that company is. Do they try to
solve everything in one way and neglect the ones that are needed to fulfill a
plan?

Thanks for starting a very useful thread.

All the best,

Andrew Smith wrote:

> Here is a problem that I suspect affects all organizations and many
> individuals. If you have some solution ideas, I believe many would welcome
> your input.
>
> THE SITUATION:
> I teach strategic, business project planning skills. I also facilitate a
> large number of planning sessions every year. I work with small, medium and
> large businesses. I also work with a wide range of government and
> not-for-profit service organizations.
>
> HERE IS THE PROBLEM:
> Even if the plan has been broken down into simple bite-size pieces, and
> everyone agrees to fully support it, this same problem is likely to occur.
> People will not continue to work the plan! Implementation looses impetus.
> They start in high spirits with lots of enthusiasm, but over the next few
> months, they are likely to drift off course. Many are easily distracted off
> a business development path. If a mini or major crises occurs, all attention
> goes to the crisis event. Then when the crises ebbs, the strategy focus gets
> diminished. If left unchecked, progress will likely halt.
>
> HERE IS MY BEST SOLUTION TO DATE:
> My best solution so far is a collection of simple common-sense steps:
> 1. I warn participants of this deadly problem at the start of the planning
> session.
> 2. I secure a preliminary agreement at the start of the session from the
> C.E.O or highest level person participating. The agreement is: "If we are
> able to formulate a business development strategy that you agree is very
> likely to have very high pay-offs and it is broken-down into simple to
> achieve steps, would you agree to support it 100% on a weekly basis"?
> 3. I repeat the warning several times during the session.
> 4. All throughout the session, I work towards this goal of high pay-offs and
> simple implementation steps.
> 5. The last item on the agenda is to get a signed agreement from the C.E.O.
> or highest level person that they will commit to weekly progress reports.
> The agreement states that the progress report will be prepared and
> circulated EVEN IF THERE IS NO PROGRESS TO REPORT.
> 6. In some situations, I become part of the project or implementation team.
> I attend the monthly progress meeting. However for a number of reasons, this
> is not practical for a large number of the projects I get going.
>
> This system has made a significant improvement in the implementation
> effectiveness for many organizations, but for some, it is still not enough.
>
> DO YOU HAVE ANY IMPROVEMENT SUGGESTIONS?
>

Andrew,

Lots could be and probably is going on, much like chaos theory suggests.
People get busy; people change; things come and go. People at the top say
one thing and do/reward another; people further down have very different
impressions and attributions of what is being asked or demanded of them.
Lots of hidden agendas and political maneuvering go on. Sometimes
management sees only the good "intentions" of what they are doing, whereas
workers see only the detrimental "outcomes." For some, particularly those
with long histories of disappointment with the organization, management's
current "grand plan" is just another waste of time that will be gone in a
month or two. And even for those dedicated people trying to get it right,
things go wrong. Sure, some things can be done -- like helping management
to be as clear as possible about what they really want -- but problems like
you identify are inevitable. But you know all this. Maybe you just have
to be a bit more patient and wait until the client is ready to take
responsibility to change.

Larry Pate
University of Wisconsin-Madison

At 09:25 AM 3/4/98 +1300, you wrote:
>Here is a problem that I suspect affects all organizations and many
>individuals. If you have some solution ideas, I believe many would welcome
>your input.
>
>THE SITUATION:
>I teach strategic, business project planning skills. I also facilitate a
>large number of planning sessions every year. I work with small, medium and
>large businesses. I also work with a wide range of government and
>not-for-profit service organizations.
>
>HERE IS THE PROBLEM:
>Even if the plan has been broken down into simple bite-size pieces, and
>everyone agrees to fully support it, this same problem is likely to occur.
>People will not continue to work the plan! Implementation looses impetus.
>They start in high spirits with lots of enthusiasm, but over the next few
>months, they are likely to drift off course. Many are easily distracted off
>a business development path. If a mini or major crises occurs, all attention
>goes to the crisis event. Then when the crises ebbs, the strategy focus gets
>diminished. If left unchecked, progress will likely halt.
>
>HERE IS MY BEST SOLUTION TO DATE:
>My best solution so far is a collection of simple common-sense steps:
>1. I warn participants of this deadly problem at the start of the planning
>session.
>2. I secure a preliminary agreement at the start of the session from the
>C.E.O or highest level person participating. The agreement is: "If we are
>able to formulate a business development strategy that you agree is very
>likely to have very high pay-offs and it is broken-down into simple to
>achieve steps, would you agree to support it 100% on a weekly basis"?
>3. I repeat the warning several times during the session.
>4. All throughout the session, I work towards this goal of high pay-offs and
>simple implementation steps.
>5. The last item on the agenda is to get a signed agreement from the C.E.O.
>or highest level person that they will commit to weekly progress reports.
>The agreement states that the progress report will be prepared and
>circulated EVEN IF THERE IS NO PROGRESS TO REPORT.
>6. In some situations, I become part of the project or implementation team.
>I attend the monthly progress meeting. However for a number of reasons, this
>is not practical for a large number of the projects I get going.
>
>This system has made a significant improvement in the implementation
>effectiveness for many organizations, but for some, it is still not enough.
>
>DO YOU HAVE ANY IMPROVEMENT SUGGESTIONS?
>
>Best regards to all, Andrew
>
>-----------------------------------------------------
>Andrew Smith, Managing Director
>Personal Effectiveness Consultants Ltd
>& Accelerated Planning Technique Ltd
>PO Box 33-385 Takapuna, Auckland, New Zealand
>Tel:64-9-486-2879 Fax:64-9-486-5588
>E-mail: Plan@apt.co.nz
>

At 09:25 AM 3/4/98 +1300, Andrew wrote:
Andrew,
I like your approach. It seems very solid to me. What I would add
is an ACTION PLAN. The columns I would put in the plan are:

**WHAT*******************************BY WHEN*****************PPR**

PPR stands for Primary Person Responsible. This person is responsible
to keep the ball rolling, NOT to do it all. DO NOT let the same person
be PPR for a whole bunch of things; spread the wealth.

I guess you know that if you're going to use this detailed an action plan,
it must be tracked. Assign someone to track the plan. One action item
is everyone get update to this person by (Monday Noon, payday, etc.) Then
the updated plan is published and circulated to all. Even better, it is
posted publically. AND, if someone does not get their update in, they
get reported as "no change, not done, etc." That way, the default forces
them to take action to avoid negative consequences, even if those con-
sequences are only good-natured ribbing.

Bottom line, Andrew, "Inspect what you Expect."

Best regaards,
Mike Townes

>HERE IS THE PROBLEM:
>Even if the plan has been broken down into simple bite-size pieces, and
>everyone agrees to fully support it, this same problem is likely to occur.
>People will not continue to work the plan! Implementation looses impetus.
>They start in high spirits with lots of enthusiasm, but over the next few
>months, they are likely to drift off course. Many are easily distracted off
>a business development path. If a mini or major crises occurs, all attention
>goes to the crisis event. Then when the crises ebbs, the strategy focus gets
>diminished. If left unchecked, progress will likely halt.
>
>HERE IS MY BEST SOLUTION TO DATE:
>My best solution so far is a collection of simple common-sense steps:
>1. I warn participants of this deadly problem at the start of the planning
>session.
>2. I secure a preliminary agreement at the start of the session from the
>C.E.O or highest level person participating. The agreement is: "If we are
>able to formulate a business development strategy that you agree is very
>likely to have very high pay-offs and it is broken-down into simple to
>achieve steps, would you agree to support it 100% on a weekly basis"?
>3. I repeat the warning several times during the session.
>4. All throughout the session, I work towards this goal of high pay-offs and
>simple implementation steps.
>5. The last item on the agenda is to get a signed agreement from the C.E.O.
>or highest level person that they will commit to weekly progress reports.
>The agreement states that the progress report will be prepared and
>circulated EVEN IF THERE IS NO PROGRESS TO REPORT.
>6. In some situations, I become part of the project or implementation team.
>I attend the monthly progress meeting. However for a number of reasons, this
>is not practical for a large number of the projects I get going.
>
>This system has made a significant improvement in the implementation
>effectiveness for many organizations, but for some, it is still not enough.
>
>DO YOU HAVE ANY IMPROVEMENT SUGGESTIONS?
>
>Best regards to all, Andrew

Michael D. Townes, Qual. Specialist, | We must surely hang
USPS, POB 225459, Dallas, TX 75222-5459 | together or surely we
214-819-8797 mdtownes@iamerica.net | will hang separately.
CustomerPerfect! - targeting our future | - B. Franklin

Reply to Andrew Smith

Andrew

Everyone struggles with the problem of sound management (at all levels) - to
make plans turn into reality, especially in light of the many decisions that
have to be made on the way, to overcome challenges and problems. Your
approach is as good as any that I have seen. I know of no simple solutions to
maintain continuity and focus.

The only approach that I believe will be successful over the long run is one
that provides at least a rudimentary understanding, AND REGULAR USE for all
decisions, of the three foundations of effective decisions at ALL LEVELS OF
MANAGEMENT, including those managers who manage functions, but do not have a
staff.

These foundations are represented by three guideline questions to be asked
about the leadership aspects of every significant decision:

1. Will the preferred alternative ensure that we all know what to do during
changing circumstances and will we be able to recognize when we are straying
from the path that will 'get us there'? (Are we in Control?)

2. Do we all (all stakeholders) have the competence to do hold up our end?
(Do we have the Competence?)

3. What else needs to be done so that all stakeholders are either satisfied,
or not so dissatisfied that they will create obstacles? (Do we have the
Climate for success?)

These, to me, are the 3Cs of leadership decisions. If they can be made to
become habits, and I believe there are ways to achieve that, then there is a
chance for an organization to come as close to the achievement of ambitious
plans as possible.

For a reader-friendly and thorough discussion of these concepts, you will have
to wait until the book High Quality Leadership: Practical Guidelines to
Becoming a More Effective Manager, by John Washbush and me, becomes available
in May.

In the meantime, if you contact me directly at didacticra@aol.com, I can
provide more information. Or, you might want to look at my book, Balancing
Needs of People and Organizatons which was published in 1978. It is a lot
less reader-friendly but still has been used widely in management development
programs.

Erwin (Rausch)