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Let’s face it, most end-of-year (or so-called ‘strategic’) planning isn’t very good.
The process is clunky, avoided or postponed until the last moment, dreaded by those who have to dredge up the figures, and worst of all, rarely bears any relationship to the real issues faced by the organization.
Here’s how to make it sing.
Tactics Can Be Your Enemy
In the search for Predictable Success, the worst aspect of much year-end planning is that it is relentlessly tactical, concentrating on the detail of numbers and budgets, and is not sufficiently strategic, failing to focus on the real threats and opportunities faced by the organization.
I’m not going to suggest that you forgo the tactical, ‘numbers and budgets-based’ aspect of your year-end planning, but what I do suggest is that you redeem the end-of-year planning process: embrace it, welcome it — make it your friend.
Strategy Is Your Friend
You do this by adding a strong dose of strategic planning about your Predictable Success: how to attain it, keep it, improve it.
Think about this: what other time of year provides the opportunity to think strategically without being under constant pressure to perform on a daily, hour-by hour basis?
The year-end planning cycle brings an ‘approved’ haven for real, genuine, strategic planning for Predictable Success.
However, even strategic planning doesn’t add up to much if it is un- or mis-directed. Don’t get me wrong – there’s no secret to strategic planning — it’s not rocket science, despite what management gurus would have us believe.
Here’s How To Do It
Forget all the strategic planning definitions you’ve read. There are just two parts to good quality strategic planning:
- Asking the right questions, and
- Getting (or giving) the best answers.
- Predictable Success Fact Sheet: My Top 10 Personal Year End Strategic Planning Questions
- TELECLASS: Year-End Strategic Planning That Works: Wednesday October 25, Noon (EST)