[Editor's Note: In Issues for Growth Vol. 31, No.11, we asked the question, "Are there barriers blocking your successful growth and execution?" We then listed the Barriers to succesful Planning and the Barriers to succesful Execution.We are continuing a series of Issues for Growth where we will tackle each of these barriers and identify ways to overcome each. We continue with Barrier #3. -dpm]
Overcoming Barriers to Planning and Execution -Barrier#3: History of unreasonable expectations & unachievable goals
Over time, every organization will create barriers to success. The very things that made you successful as a startup or growing organization may prevent you from being successful at the next level.
Barriers to Planning Success
- History of only partially developing plans
- History of unreasonable expectations and unachievable goals
- Lack of internal understanding about customers, competitors, and the market
Barriers to Execution Success
- Gaps in management depth
- History of abandoning projects
- History of lack of openness and poor communications
- History of poor delegation and leadership development
- Lack of true accountability
Barrier#3: History of unreasonable expectations & unachievable goals
Again as stated- Many business owners and senior managers are brimming with creative ideas. Some time ago, we were asked by a business owner of a $75MM business to "validate" the company's new strategic plan. There were 14 initiatives on an 11x14 sheet - with small font. All initiatives had year one deadlines. This was a company that had not grown significantly in several years, had a thin management team, and there was no plan to significantly increase resources. What could go wrong with this picture?
What are the characteristics of this barrier in an organization?
- Too many ideas; Too many goals
- Unrealistic deadlines
- Every goal is a BHAG( Big Hairy Audacious Goal)
- Each senior manager has a different set of priorities - No consensus on focus
So one quarter, an organization is headed in one direction, and then abruptly next quarter, stop doing that - there is a new, "better" direction. Some times it is the tendency to chase the next "shiny rock"; in others, it's the CEO listening to another business owner in a peer group that has a "better" idea.
The impact on an organization is an organizational "eye roll." It's great to set a BHAG (Big Hairy Audacious Goal) for the organization. But too many strategies and goals overwhelm an organization and every person thinks "another rabbit hole; this won't work; here we go again!"
Overcoming this barrier - No more than 3 strategies
Overcoming this barrier is relatively straightforward. Going through a facilitated structured planning process can ensure that an organization is focused on a few priorities that can really move the company. We have found that organizations that develop 3 strategies - with clear action plans to achieve the desired results - are far more successful than organizations with 10 or 14 strategies and initiatives.
Develop a "What we are not going to do now" list. The most difficult thing for many companies to do is prioritize. Even more difficult is to establish a list of projects or strategies that will not get done now, - and to stick to that list. Smart companies will insist that in order to take something off the "Not Now" list, they must take something off the "Do Now" list.
Identifying the barriers to planning and execution is critical. Companies that have addressed the barriers are amazed at how much more their management teams are engaged and how the process energizes the entire organization. CEOs of companies that have had years of poor planning and execution history, find that their organizations are far more capable than they ever imagined of achieving superior results.
The Mead Consulting Group has helped many companies identify and overcome the barriers to successful planning and execution. Our Customer Forward TM Strategic Growth & Execution process is simple and effective at uncovering the key obstacles and barriers and developing recommendations for improvement - then laying out the best strategic path.
If you would like to have a conversation about this, please contact Dave Mead at (303)660-8135 or meaddp@meadconsultinggroup.com.
