Planning can be fun. At least it is most of the time. The executive team or management group gets together and talks about what is and what could be for the company.

And here’s how the process usually goes:

• You look at the current state of the company
• You discuss and spend time on the daily issues and micro-issues within the company (aka – side bar conversations)
• You start looking at what you need to do as a company
• You create a list of all the things you mustdo – usually on a white board or flip chart – the list is long because there is so much to do
  • Oftentimes the list of “must do’s” is not based on actual data: (employee surveys, client/customer surveys. market research – but on the general impressions of the people in the room)
  • You assign people’s names to things to do
  • Everyone walks out with their list

Next day, everyone goes back to their job and it’s business as usual. There may be a few follow-up meetings. But the reality is that there is way too much day-to-day work to do.

And here are snippets of conversations we hear in the meetings, at the breaks and afterward back on the job:

• How can we possibly do all this when I have too much to do already
• Things really aren’t going to change around here – it’s just the same ole – same ole.
• Tell me what I shouldn’t do
• These actions really won’t help and I don’t think they are worth spending my time on (uttered by people who disagreed with the conclusions and the go forward action plans)
• If I do what they propose, I’ll be out of a job (frequently a complete misconception)

And another year passes.

What we’ve just described are businesses that lack discipline, focus and effective leadership. These businesses may or may not be affected by the economic conditions in the marketplace, but they are all infected with a disease we made up called complacertiaosis (complacency and inertia).

Now just to be fair, there are organizations that do an outstanding job with planning and they do it the right way and their follow-through is exceptional. These are usually the more successful companies.

As a business owner or executive, planning, and then implementing the necessary changes to realize the plan, takes thoughtfulness, time, leadership and courage. And your people, the ones who will be charged with implementing your plan, are by far the potential weak link in the planning chain. How you prepare then, how you support them, and how you reward them will directly relate to how successful you are. Miss this and you have wasted money, wasted time, disrupted the organization, and maintained business as usual.

For additional information on key issues and topics on Strategic Planning, Leadership and Business Growth see our blogs, free articles, white papers and videos at: www.kubicalaforestconsulting.com

Copyright 2012 Kubica LaForest Consulting

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