Are Your Team Members Busy or Productive?

A common pain point when we coach team members is an awareness they are ineffective at managing their time.  When we ask people to estimate how much of their day is focused on accomplishing their most important activities we routinely hear it’s only about 20-30%.  

OUCH!  Imagine the cost of this wasted effort and lost opportunity.  We’re not talking about how much of the day is spent being “busy.” Rather, it’s about how much of their time is spent performing the high-yield activities that drive performance and outcomes.

Why is this happening?  We’ve discovered that most employees have never been clearly informed of  their roles and the work outcomes they were hired to achieve, and the specific activities they must perform to drive those outcomes.  They also don’t have methods of measuring their performance, and are not being held accountable.

What’s the opportunity?   Our trained and certified professionals will help you get clear on your organizational vision, direction and goals.  We’ll then help you translate those goals into actionable activities your team members must perform to achieve those goals.  Next we’ll add systems for measuring performance and accountability.

How complicated will this be?  Fortunately, not at all.  The lack of clarity is not the result of complexity.  Rather, it’s the result of simply not having done the work to create the clarity.  Also, business owners are usually not trained to do this kind of work, and that’s where Leininger, Ltd steps in to help you get there.

The result?  You’ll have greater clarity and focus, resulting in higher levels of goal attainment with less stress.  Sound too simple to be true?  Absolutely not!  This process is time-tested and has been proven to work again and again, and that’s our commitment to you.

Strategic Plans vs. the Planning Process

Winston Churchill famously stated that, “Plans are of little importance, but planning is essential.”  What did he mean, exactly?   Business leaders often don’t understand this vital distinction and ignore planning altogether … a big mistake that comes with a price tag.

In an article in hbr.org, Graham Kenny explains that, “Managers often expect that by doing the work of creating a plan the world is converted from uncertain to certain.  In their eyes the strategic plan becomes a device for control rather than one of guidance.”

Expecting the marketplace to conform to our plans is a hopeful idea, but it doesn’t work that way.  Rather, strategic plans are a work in progress we use to guide operational decisions in an unpredictable environment.

In the planning process we take action, get feedback, adjust the plans, take more action, get feedback, adjust the plans, and so on.

See the difference?  We create strategic plans to determine big picture direction, allocate resources, and align teams to prepare us to take action.  We then use the planning process to guide our day-to-day actions and create accountability as we drive for results.

We recommend revisiting your strategic plan against results at least monthly to ensure the business is on track.   If you don’t you run the risk of becoming busy rather than effective, the easy path to losing direction and focus.

Question:  Do you need to revisit your strategic planning?  If so, we’d be pleased to guide you in a straight-forward, simple yet effective process to keep you moving towards your goals.