Stick to the Plan
Are You Ready to Increase Sales and Profits?
by Richard Voreis
Starting mid-year, my company becomes especially busy assisting contract glaziers with strategic planning. Depending on your preference, it may be called “priority planning,” because that’s exactly what happens at the end of the process. It gets management and staff focused on what’s important for the company’s success.
Where do You Want to Go?
Strategic or priority planning is a way to determine where the company wants to go and how to get there. It considers the company’s strengths, weaknesses, opportunities and threats—that’s called a SWOT analysis.
We begin the process with a strategic assessment by interviewing a representative number of management and staff employees. We are able to get candid input in our one-on-one interviews and usually discover information the employees don’t share with management. This is where the strengths and weaknesses are identified. That’s the first part of the SWOT analysis.
The second part determines the opportunities available and the threats the company faces.
We hold a team meeting and priority planning workshop. The same management and staff employees interviewed during the strategic-assessment phase attend. Having them both involved drives buy-in and commitment. The priority plan is theirs, rather than management’s or one provided by a consultant.
The process results in a one-page strategy that is employee-specific to both management and staff. It holds everyone accountable for the success of the company.
Stick to Your Goals
It’s amazing how sales and profits improve when you have annual company goals (top priorities) that hold all employees accountable for the success.
So why don’t more people set goals? More specifically, why don’t owners team up with their employees to set them?
There are many reasons, including lack of knowledge on doing so, discipline, understanding, belief and attitude, to name a few.
If you don’t have company goals for this year, why not?
Do you have a priority plan? If not, why?
Do you understand the strengths, weaknesses and opportunities for your company? If not, do you think you should?
This is actually a simple process, and we can show you how to do it. Not convinced? Would you like testimonials from glass and glazing subcontractors who have embraced this process? If so, ask me to e-mail you ones from small, medium and large clients who will tell you what happened at their companies. I’m confident you’ll find their testimonials interesting and convincing.
Richard Voreis is the founder and CEO of Consulting Collaborative in Dallas. His column appears bi-monthly. Email him at firstname.lastname@example.org and read his blog on Thursdays at dollarsandsense.usglassmag.com.
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