I find it interesting, and a little amusing, to ask employees why they come to work. I usually
hear of a paycheck or the threat of getting fired, so I rephrase my question to ask what they do to
further the company’s mission and goals. Mostly, I get blank stares. However, when I repeat this
exercise with organizational leaders, and get the same sort of response, it quickly loses its humor.
I am amazed and appalled at how many leaders do not understand the importance of a good
plan, and how essential it is to make sure their subordinates know the plan and understand their
part in it. When I took leadership of an inventory management function that served an aviation
operation, I received answers to my questions that emphasized the requirement to keep the
warehouse stocked and make sure data processing was accurate and timely. These were internal
concerns that while important, had little to do with the actual mission and helped to explain why
the leaders in the aviation operation expressed concern to me that my section was not very
friendly to their needs. I sat down with my subordinate leaders to develop a strategic plan. We
carefully reviewed our mission -- without the aviation operation we supported we’d have no
mission -- developed a mission statement, and set goals that focused us on supporting that
mission. The change was dramatic. Relations with our primary customer improved as our new
focus helped them better meet their mission.
So, what’s a good plan? There are numerous examples of strategic plans available but there
are a few things that must be included in a successful plan.
1. Vision and mission. The senior leader is responsible to ensure everyone knows his or her
vision and the organization’s mission. Be brutally honest. If your mission is to make money
producing widgets, say so. Companies that have tried to emphasize their community
involvement or environmental concerns have found that, while important, these things are not
what pay the bills.
2. Make sure everyone knows the company’s values. This is vital. Most people have similar
values but it’s important to ensure everyone in the company knows what leadership expects. In
1982, corporate values allowed Johnson & Johnson to react quickly to the fatal poisoning of
Tylenol consumers. Though it was determined the tainted Tylenol was a criminal action by
someone unrelated to the company, Johnson & Johnson recalled the product and introduced new
packaging to prevent recurrence. That response cost millions, and may have saved the company.
3. Take a serious look at the things that are in your way. Put them in three categories. First,
things you control. Fix those things! Fast! Second are issues that are causing problems but you
may only partially control. Do everything you can to fix these issues, then move them to the third
category; things you can’t control. You can’t fix these things so make sure your leadership team
is aware of them and do your best to shield your workers. Don’t forget them though. In time, you
may be able to move some of them to the first category and fix them.
4. Create goals and objectives that are realistic. Goals are distinct actions that focus your
leadership team on improving your business. Fight the temptation to define goals that merely
address what’s already being done. Look into the future. What do you need to do to position
your business for future success? Each goal should have two or three objectives. These are the
actual steps that will ensure the goal is accomplished. Goals and objectives must be realistic,
reasonable, and measureable. That doesn’t mean you have to create a bunch of graphs and charts.
Sometimes that’s necessary, but not always. Yes or no is a measurement, and maybe all that’s
required. Make a specific person accountable for each goal and objective with a specific deadline
or there will never be completion.
The next step is where leadership and planning come together. Leaders must
communicate the plan to the rest of the organization. Each individual must have at least a
rudimentary understanding of the plan and, most importantly, know how they support the plan’s
mission and goals. I’ve seen organizations with detailed strategic plans that are not
communicated well. The plans might as well not exist as the leaders have failed in their
responsibility to make sure their subordinates know why they are important to the overall
mission. Often they don’t even know the mission. How do leaders expect their subordinates to
implement a plan they aren’t familiar with? How will leaders excel if they don’t completely
understand the plan?
Leadership can happen with or without a plan, but great leadership requires a plan.
Bob Mason is a speaker, trainer, facilitator and president of RLM Planning and Leadership, a
consulting firm dedicated to helping businesses meld smart strategic planning with leadership
excellence. To learn more visit www.planleadexcel.com and download the first chapter of his
book, Planning to Excel, Strategic Planning that Works, due to be released this spring.
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