With Labor Day behind us and the unofficial start of fall, our attention shifts to many in our communities going back to school and to the mindset in the workplace returning to focus on completing the calendar year by achieving the objectives set forth in January. Some might say that they never took their eye off the target during the summer. For some, that is very true. The reality is that although they might have kept their eye on the target, did it translate into actionable steps forward to the goals of the business?
Fall is a critical time for most businesses. There are fewer months to accomplish objectives before the Thanksgiving and Christmas holiday season arrives and takes some of the energy out of the workforce as it relates to business focus. It is, or should be, a key time for leadership to begin assessing and evaluating the business’s progress against targets. This review precedes the strategy planning for the next calendar year.
As exciting as it might be to launch a new year with new objectives early in the year, the fall critical planning and review efforts are or should be as energy-packed as the launching of a year. It is this time of the year when leadership is looking at their own report card. What they planned a year ago and moved into action is up for review. How did leadership perform? What can be learned so that the future can either correct or leverage moving forward?
Too often, this critical review and planning effort is taken too lightly. A group of key resources gathers and reviews a series of financial and other performance reports and then rolls forward more of the same. One might agree with that strategy when the targets are being met. They might even up the ante for the next year, anticipating a repeat of similar or increased productivity. It is at this time of year that not only internal metrics are reviewed, but also the external forces that will impact the organization’s outcomes over the next 12 to 36 months. The more moving parts an organization has, the longer periods of adjustment or transition can take to bring the organization into alignment with market pressures and challenges.
This week, as you and your team settle back into the fall workflow and get back to work, now is the time to get your business planning session on the calendar if it is not already there. Then you need to get your leadership to take direct ownership of their contribution to the planning efforts. What they need to review, analyze, and come prepared to the planning session is not just what happened, but why and how it needs to be corrected or leveraged moving forward. The planning sessions are not the time to start the dialogue. They are the launching point for real action, commitment, and agreed-upon strategies to begin rolling forward so they are in place by the first of the next calendar year.
Remember that while this is taking place, leadership and the rest of the staff can’t lose sight of current-year opportunities and bring them to productive contribution.
Now is the time to give JKL Associates a call to get on our calendar to facilitate your next business planning and strategy session. Call us at MI (313) 527-7945 or FL (407) 984-7246.
Journey On!
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QUESTIONS OR COMMENTS – EMAIL US AT PARTNERS@JKLASSOCIATES.COM OR CALL OUR OFFICES – MI AT (313) 527-7945 FL AT (407) 984-7246
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