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June 1, 2008 By: Ben Markens Paperboard PackagingHow to Get Started on Planning
I am often asked who should be on the planning team, and the answer is — it depends.
 Ben Markens |
Is there an organization chart? First look at how many direct reports the boss has. Ideally this number should be about five. I suggest that the team ought to be the boss and her direct reports.
If no organization chart exists, I next sort out by function what one would look like and choose key people in key areas. We usually augment this list by asking who in the organization will be critical to the success of the plan. If possible, we want to include them, too. A planning team of between eight and 12 people is generally within the sweet spot for effectiveness. Less than eight tends to under-represent ideas, and more than 12 impedes decision-making.
If yours is a family business, I always recommend that all the generations are represented and that no one feels left out.
Having said that, never pick anyone (family or employee) around whom you have to be guarded. This process doesn't work if everything can't be on the table.
As a general rule, I am a believer in the "Big Tent" — I want as many constituencies as possible represented in the process. For example: One client picked an hourly line worker so they could get that person's (and their coworkers') perspective. It also would help to make a better case for buy-in at the rollout. During a discussion of a process problem, a senior manager stated, "We do it this way." The worker said, somewhat sheepishly, "Well, Bob, we haven't done it that way in three years. We do it this other way now." While she was embarrassed to contradict her boss' boss, it was an important perspective that we would never have had if she had not been in the room.
Choosing the planning team is one of the most critical steps in the strategic planning process. Get it right, and you will create a dynamic and enthusiastic environment for creating the change necessary to achieve your organization's goals. If you don't generally have meeting rules, you should adopt some. These work pretty well:
- 1. Be on time.
- 2. Listen to what the other person is saying.
- 3. Let them finish before you start.
- 4. Let everyone take a turn.
- 5. Use "I" statements ("I feel we should..." "In my experience...").
- 6. Turn off all technology (cell phones, laptops, etc.).
The next thing to consider is how the first meeting will be started. I always like to start with opening comments, and I ask the boss to go first. This needs to be a positive comment. It should be in their own style and their own words, but I ask them to include the following:
- 1. Thank you for agreeing to be part of this process.
- 2. We have many choices, and we will work together to figure out the best course.
- 3. As much as possible, we will work by consensus.
- 4. We need complete honesty from everyone. For instance, when we are doing weaknesses, it will do no good if you hold back because you are afraid to bring up the biggest problem we have for fear of hurting my feelings or anyone else's.
When you start a planning process, it is the boss' responsibility to set the tone. Everyone knows that the company is not a democracy, but want to feel they can have input. The last part about honesty can't be stressed enough. If the boss does not foster respectful openness, no successful plan can be implemented — even if it can be formulated.
I generally suggest that the strategy meeting take place at an off-site location. Taking the time away from the day-to day grind of working in your business to work on it will pay back dividends. As always, feel free to send me an email with questions or comments.
Ben Markens is president of The Markens Group Inc., a boutique consulting guiding business toward excellence. He also is director of the PPC Financial Executives Institute. He can be reached at 413-562-8405 or ben@markens.com . Sign up to hear his weekly audio tips about business at www.markens.com/tipoftheweek.php.
