Though conventional wisdom says the odds are against me, I have resolved in 2013 to work on the business, not just in the business.
I read somewhere that most new-year resolutions are lost within the first two weeks of January. I’ve always read that the key to setting and achieving goals is being specific, setting measurable goals that are realistic, and to have time lines, objectives and a plan to get there. Of course, you have to begin and then persevere. Yet, while these tactics are proven, they are rarely implemented.
I love a new year because it offers a new beginning, a clean slate. It’s a time where you don’t have to be constrained by the past, and are symbolically freed to create a brighter future. As managers, we don’t need a new year to begin the process of putting a business plan in place. Yet, it’s a great place to start if you don’t have one in place.
To be honest, I have created 60-page documents and updated them frequently. However, to a large extent, we have operated without a cohesive plan, because the day to day has always trumped the plan. We are going to change that in 2013; the plan is going to be the key. We are going to work on the business, not just in the business.
Of course, those statements are just platitudes until they are put into action on a daily, weekly and monthly basis. This may sound like a crazy idea, but I propose that we go through the process together through these articles, sparking conversations, creating insights and, in a way, holding each other accountable to not only put a plan in place but to execute it effectively.
My plan has always been heavily oriented toward the financial, production and marketing sides of the equation. Are there other parts we need to address? How do you align your goals and long-term plan with your daily and weekly actions? Let’s resolve to make 2013 a special year in the lives of our operations.