The following is an excerpt from Chapter Four “Making plans.” Once you have a comprehensive understanding of the key drivers of the organization, you are ready to develop strategic and business plans. Good plans are used to galvanize your team to reach agreed-upon and measurable goals. Plans outline future growth and development by prioritizing an organization’s work for the next three to five years.
This article is focused less on the nuts and bolts of plan-making than it is with the process of preparing a good plan and, in particular, the way to ensure that your plans get the necessary buy- in throughout your organization.
The following is an excerpt from Chapter Two, “Getting the job and getting started.” Congratulations! You got the job! Now, what do you do? First, avoid the temptation to make promises and set strategic goals in the first few weeks. This is a common impulse for new leaders, especially first-time CEOs with heroic notions. They run the risk of setting expectations that are too high, making promises that are unrealistic, or acting before thoroughly understanding the organization. Equally troubling, they miss the opportunity that a CEO only truly has in the first few weeks on the job — to get honest and direct feedback from the organization’s stakeholders. Once you are fully integrated in the organization, these stakeholders may not be as willing or able to openly share their thoughts with you.