Management underestimated

Planning Barrier No.12 - "There was no Action program that set out the objective of each action, who was to be responsible for it and its completion date" There is one action that is frequently overlooked and that is to communicate the totality of the plan to everyone who will play a part in its execution. If you want to engage your staff - and who doesn't - you have to explain where the organisation is now, where it's going and why and each person's role in getting there. Planning Barrier No.13 - "Management underestimated the time required for implementation - we simply did not have enough hours in the day to complete the actions that we were responsible for by the date indicated and do our "normal jobs" at the same time" This very real barrier needs to be addressed at the planning stage - not when the execution of the plan starts to flounder. Before agreeing to completion dates with those responsible for completing actions, talk with them, make sure you understand what is involved in carrying out the action and arrange for them to receive assistance if necessary. The quality of execution is dependent on the quality of the strategic planning. The good news is that as you successfully tackle each barrier in sequence the next barrier, and the one after that become less daunting. Graham Haines is principal consultant of Plans To Reality. Graham has a joint honours degree from Durham University and a Graduate Diploma of Education from Melbourne University. He is both a Certified Management Consultant and a Certified Practicing Marketer. 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And many of us know the value and power that is found in setting goals, especially written ones. Every business guru, diet guru, sports guru... any guru... take your pick from the plenty there are... all of them stress one thing: have goals, will succeed. So we know this works. At the same time, we all hear of the importance and immense power of letting go, detachment. So we also know that this works. But it all sounds contradictory at first, doesn't it? Well, it isn't. The question then is, when is it time to plan, and when is it time to let go (not plan)? Put in another way, when does planning help you, and when does it harm you? When do things "go bad" not in spite of your plans, but because of them? That is the question, the answer to which will allow you to drop off the stress and worry baggage, stop unwittingly messing yourself up with plans made at the wrong place and time, and generally empower and free you a great deal. Well, to begin with, it is a good time to define a plan so that we know what we are talking about. A plan is a vision; a template which when followed guarantees a certain outcome. It is a collection of cause-and-effect clusters that all work together to produce one final desired outcome. The essence inspires a vision that defines the becoming of a form, through process, that will hold the expression and experience of the essence that inspired it. That is a plan. Obviously, a plan with missing or incorrect inputs will not lead to the correct outcome,because it is not based on truth, on the Universe as it were, on the Laws It Works By. So you can imagine that an incomplete plan will work, but it won't - it can only hope to approximate. Incomplete plans don't work fully, no matter how one deludes themselves prior to the frustration of seeing the plan dashed against the rocks. Moving on, a plan made at the level of your ego is a personal plan. You make it because you have certain hopes and fears and you wish to avoid what you fear and make what you hope for happen. Without fear, you would rarely plan personally. Most plans are defensive; defensive against some imagined attack. A feature of a personal plan is that they have a future imagined "good end" to aim for and a "bad end" to avoid. Therefore, a personal plan is based on judgment (against yourself and others) and abstract assumed scenarios as part of its inputs. Its driving force is partially based on fear, as all things from the ego level are.