Ninety days comes fast, and if you spread your company too thin, you’ll find that you partially do more things instead of fully doing a few key chunks that actually produce value for your company.This dissipates key resources and frustrates your team.
This is how you root your 90-day plan of action into the weekly scheduling and daily doing you need to translate it into concrete results.
Now it’s your turn to create your company’s one-page rolling 90-day plan of action. A former Olympic level athlete turned serial entrepreneur, David Finkel is the CEO of Maui Mastermind®, one of the world’s premier business coaching companies that has coached thousands of business owners to grow their companies and increase their owner independence.
Each objective aims at an impact which translates into an outcome.
The outcome, in turn, requires the production of outputs.
Action plans show the activities needed to deliver the desired outputs.
As mentioned in the previous chapter: “successful achievement of the strategic goals will depend on well-thought-out mid-term and long-term strategies, broken down into activities/action plans".
Action plans should therefore be closely linked to the realisation of the outputs requested by the strategic goals defined in the NSDS.
If the strategic goals are clearly defined, according to the SMART approach, i.e., Specific, Measurable, Achievable, Relevant and Time-bounded, it shouldn't be difficult to identify the actions related to the objectives.
One of the biggest challenges the staffs of our business coaching clients tell us is how dizzy they are when their founder/owner changes too many things too frequently.
As one of our client’s staff members put it at a recent workshop I spoke at, “It feels like just when I start getting some momentum on a key initiative he [the owner] changes things on me.