Hayden: Create vision, plan and teams for moving ahead

Business Planning

Posted: Sunday, November 14, 2010


It is appropriate for organizations to gather facts to understand how they got where they are. They should start or redesign a business or operational plan and commit the future to paper. Why create a plan and outline everything on a planning document? Because it is visible to all, becomes real, helps commit everyone to team play and sets the stage for positive action.

A written plan with a vision statement directs a group to perform in an effective manner. If an organization truly understands this, they will sense the importance for getting things done. To be successful, the people in a group also understand their internal system and have a passion to move ahead.

When a visionary plan is completed, an organization creates teams for their planned projects. Working as a team, there is potential to do things more powerfully than one individual can. A solid team member puts the needs of the group ahead of her own. A team always is better than an individual when the group comes together and works as one.

All future committees or teams need a support system. This means building a group of selected people around the group's objectives. Objectives take certain talents to bring about a positive performance. Team members should be selected for their ability to achieve these objectives, rather than being selected because they are friends within the organization.

There's no better feeling than sharing success with those who are part of the group and have worked together to bring a secure feeling, confidence, joy and triumph.

After teams are developed, most do not set policies, regulations or rules.

Instead, guidelines are suggested. Such as: be on time, be honest with yourself and others, have no surprises, be a team player, work hard, be creative, respect and care for others in the group. With these guidelines, it is easier to judge each team members desire for getting things done by these simple working truths.

Good teams have a good leader, and that leader has a greater cause to work toward - making the team better and achieving total team success. That's the real reward.

As for the organization's top leader, it's been found that he or she is not necessarily the smartest, most creative or skilled person in the organization. But, the top leader must have the trust, faith and positive relationship with those who have better skills in areas than they do.

The top leader holds the trump card, but he or she needs the key people. Let others lead the teams and have them share in any and all of the organizations successes, no matter how small or big.

As the teams progress, the top leader and team leaders work toward having a proper and constant communication to build long-lasting relationships. It brings trust. It builds a feeling of oneness. And face-to-face communication is most essential.

Good teams or groups don't have secrets. Secrets will destroy the trust and a relationship faster than it took to create the whole process.

And a lack of a response is bad communication and not a professional way to operate. And, it usually is the most deadly of all for trying to build a relationship.

Before going too far after a team is selected, many leaders will give the group a chance early in their project life to interact in a less serious way. They will have a fun get-together or activity. It will help build a family feeling of dedicated workers and they are more apt to stick and work together.

Good leaders notice when reporters ask a successful sports coach, "What is the aim of today's team?"

The reply always seems to be, "Winning is the aim of this teams game."


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