The first rule of planning

The first rule is “always pick the right team for planning.” This poses the question of who should be part of the planning team. This is an important question. It is important that planning team members are people who are committed to, and can add value to the conversation about the growth of the company.

The only exception is if there is a key employee or manager you want to develop. If you want them to better understand the strategic issues facing the company, then it might make sense for them to be a part of the process.

In addition you can have members of the planning team who are outside of the leadership group. These could be sales people and other key employees. It important that you vet them and ensure that they are of the quality and stature that is required for being a part of the planning group. It is also important that they are all getting their jobs done and are employees of stellar standing within the company.

A number of times over the years I have seen the wrong leaders and key employees involved in planning and their participation actually hurt the effort. Pray give us an example you ask? Ok, well there was Jason who in the middle of the year abruptly left the company.

After an investigation it became apparent that Jason was not returning customer’s calls. In fact, lots of work around Jason’s customers was not getting done. Yet we spent a lot of time in planning on improving customer service. Jason had actually taken on being a Champion in and working on improving customer service. Then we got to see what he was actually doing—talk about a buzz killer. It was enough to make me want to use that aforementioned pointed stick.

How did this happen? What allowed Jason to be on the team that was led to this dark place? Clearly there was a lack of supervision. His manager was not providing oversight. What was really going on you ask? This could be the subject for an article or book and that is for another time.

Then there was an HR manager at a manufacturing plant who took employees into her office and gossiped about managers. A number of times she would run out of the planning session crying. Again a buzz killer. Then she left. Thank GOD and music please!

After her departure, the CEO added Lucinda to the team. She was young, energetic, knowledgeable and clearly had a vision of what the company could be. Her role was completely different than the first HR manager. Lucinda’s addition to the planning team was constructive and positive.

So, the message here is pick wisely and selectively. Members of the planning team must be able to maintain complete confidentiality and be fully engaged in the growth and well being of the company. Select the employees who are passionate about growing the company, developing an extraordinary organization and being the CEO’s partner in accomplishing those things. Don’t have people be part of the planning process only because of their position or accept mediocrity.

For more information about CMI's planning process visit our website: www.cmiteamwork.com