Business Planning

3 Simple Steps to Stronger Goal Setting


Déjà vu.

As we continue our monthly theme regarding business planning, I’m going to blow the dust off a previously published blog. It’s not because I’m lazy and it’s not because I ran out of ideas. It’s because there’s logic in repeating processes. We learn each time we discipline ourselves to use a process that works, and this one does. Some things are worthy of repeating, so here it goes:

If you’ve been reading my blogs — and please say “yes” to that question, my ego needs it — then you know I like to lay things out in “threes.” According to a business professor I once had, three is a magic number. When three people have a vote, there are no ties. Small, medium, large. Risky, neutral, safe. Threes just work.

Coincidentally, this is my third blog aimed at helping you create a better business plan. To review, I hopped up on my soapbox for a lesson on creating measurements, continued on with getting engagement from everyone on your staff and we’ll round the corner with one of my favorites, a strategy I’ve used for years to build staffs, enlist contractors and tap resources to get things done. It all starts with three simple questions:

  • What must we do?
  • What could we do?
  • What should we do?

The starting point: Determining what must be done.

In working with corporations and businesses of literally every shape and size, it has always amazed me how difficult it is for companies to complete this exercise. Maybe it’s an Organizational Attention Deficit Disorder thing, but executives like to get past the basics and start dreaming. That will come, but it can’t before we know what things must be accomplished to keep the organization running. Your “must dos” are the minimum requirements, the things you simply have to do to exist. Identify the tasks, rank them and assign owners. Make sure these things get done. And by “things,” that means the mundane things (like cleaning kennels a certain way, ascribing to a filing nomenclature) as well as the exciting things (like conducting adoption events or funding drives). It’s important to spend sufficient time on this exercise — don’t get stuck here and don’t move on before you are done. Organizations fail when the “must dos” don’t get done.

Next up: Dreaming what could be done.

This one is fun, and that’s why lots of organizations leave the “must dos” early to get to this one. You’ve hired people you trust to do their jobs. As they’ve done them, they’ve probably thought of ways to do their jobs better. They are experts. The people that clean kennels probably have ideas on how to make that more efficient, the people who file things probably have ideas on better nomenclature. If you believe you’ve hired good people, help them be better and let them contribute their ideas to make things really run. Sometimes your best people are the ones staring out the window. As long as they’ve completed the “must do” before they get to the “could do.”

The “courage” step: Committing to what should be done.

This is the most common breaking point, where someone has to put a stake in the ground and make a recommendation. Recommendations can be risky but they are necessary to move any organization forward. A fully vetted recommendation earns approval and quickly becomes a commitment to do something in a new way, a better way. Routines are comfortable and change is hard, but doing things smarter and better makes the organization smarter and better. That’s the goal.

Problems arise quickly when an organization does not have a good balance of “must do,” “could do” and “should do” people. Organizations overly focused on the “must dos” are factories — they are efficient at cranking things out but they get passed by eventually. Organizations that take a shortcut to get to the “could do” exercise leave important tasks un-done and will cause a collapse. And organizations void of the courage to make decisions are doomed to stagnation.

Must do, could do, should do. Pick one and you’ll fall. Do all three and you’ll fly.

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