High Expectations for Strategic Plans

In establishing Action Plans with employees make sure to guard against ones that are expected of them in the normal course of doing their jobs. Here are some examples:

• 100% to Sales Plan is Expected
• 100% to Profit Plan is Expected
• Living within Budget should be a Given
• Good Quality is Expected
• Good Customer Service is Expected

Rather than establishing Action Plans that are expected, establish Action Plans that make it happen. For example:

• Meet face-to-face with general contractors after bidding projects. (That will increase sales.)
• Identify cost savings in my job. (That will contribute to living within budget.)

Both the employee and manager should have high expectations about completing Action Plans. Here are some guidelines on making it happen:

• Added Initiative may be Necessary
• Make Action Plans Challenging
• Avoid Setting “Artificial” Action Plans 
• Think Positively
• Talk Positively
• Make it Known that Results Count
• Have High Expectations for Yourself and Employees
• Have High Expectations for Completing Action Plans

Interesting in learning more about strategic planning? Contact me at rdvoreis@mindspring.com.  You can also view the presentaiton I recently gave for NGA members:  Management System Self-Evaluation Seminar.

 

Richard Vories
Consulting Collaborative

Keep Action Plans Simple Stupid

There is an old saying of “Keep It Simple Stupid” (KISS) and that applies to establishing Action Plans, too. 

When establishing Action Plans with your employees, verify mutual understanding at the start of the process so there are no misunderstandings.

Also, remember a not so old saying that has application here as well: “Nothing is so simple that it cannot be misunderstood.”

If no one can evaluate the Action Plan to clearly know what is being done, then who knows if the results are being achieved? Evaluating progress and completion of Action Plans is essential. 

Make sure everyone knows what to expect from each Action Plan (Employees and Manager).  Another old and wise saying you should remember: “What gets measured gets done!”

Richard Voreis
Consulting Collaborative

Review Action Plans Periodically

It’s not too late to establish company Top Priorities and employee Action Plans for 2012. A common mistake is establishing company Top Priorities and employee Action Plans, which are then set aside until the end of the year to see what has been accomplished. By then, it’s too late to do anything about anything!

Do review your Action Plans periodically…..once a year is not enough, quarterly is not too often, set pre-scheduled review dates and conduct personal face-to-face review meetings. 
 
One of the most important guidelines in establishing Action Plans is to strive to make sure the Action Plan states “how” the Action Plan is to be accomplished. By far, this is the best way to make it happen and to ensure success.
 
Remember to ask “how” the Action Plan will be accomplished and incorporate the “how” into the Action Plan, too.

• Action Plans state “how” objectives will be accomplished.
• Don’t assume the approach to accomplishing the Action Plan is obvious.
• A step-by-step approach of saying “how” is always best; especially, with inexperienced employees.

As a suggestion, establish Quarterly Action Plan Review Meetings as a normal course of the firm’s planned activities for the year and pre-schedule the dates at the beginning of each year. If you need assistance, please call on me.

Richard Voreis Consulting Collaborative

Establish Action Plans that are Attainable

Make sure that everyone establishes Action Plans that are attainable. Asking for the impossible de-motivates and dooms this management approach to failure.

In establishing Action Plans you and your employees also need to consider factors outside of the employee’s control that could impact completion of the Action Plans. For example, the company closes a very large contract that will require certain employees to reassess their priorities in order to complete the contract on schedule and within budget.

In that regard, be sure to remember Action Plan Guideline #2:


• Always focus on meeting the wants and needs of the customers.


Always remember that happy customers mean repeat business and that’s the least costly marketing initiative your company can undertake.

Richard Voreis Consulting Collaborative

Put Your Action Plan in Writing

It’s my belief that a fully effective management system should include specific, measurable and time framed employee Action Plans supporting the Top Priorities of the company as well as enhance accountability and results throughout the organization.

It’s my belief that a fully effective management system should include specific, measurable and time framed employee Action Plans supporting the Strategic Goals of the firm as well as enhance accountability and results throughout the organization.

Additionally, the written Action Plans document should be utilized in several ways in your company for the following purposes: 

• Employee accountability for achievement of Action Plans.
• Part of the annual Performance Appraisal process.
• Part of the Salary Administration process.
• Part of the Incentive Compensation process.

Do put the Action Plans in writing and make sure that both the employee and the manager have a copy.

Richard Voreis Consulting Collaborative 

Establish specific Action Plans

With respect to Action Plans, generalities don’t get the job done. Here are some examples of poor Action Plans because they are too general.

• Increase sales doesn’t say how to make it happen and literally when revenues are increased by $1.00 the Action Plan has been accomplished. 
• Finish projects on schedule is expected. Instead establish Action Plans that will make it happen.
• Improve the project management process does not say how it will happen and there is no understanding of what will be done.
• Contribute to improved teamwork does not say how to do it or what is to be accomplished.
• Contribute to improved internal communications does not say how it will be accomplished.

Action Plans need to be specific and concise and generalities don’t contribute to the success of the company.

There is always the tendency to establish too many Action Plans and that leads to problems. Make sure you and your employees avoid piling on and focus only on important and meaningful Action Plans.   Follow an absolute rule of not establishing more than one page of Action Plans.  

Remember, you and your employees can always establish more Action Plans when the original list is finished.

Richard Voreis Consulting Collaborative

Increase Profits with Consulting Collaborative

Consulting Collaborative works with glass and glazing subcontractors year after year so they know what works (and what doesn’t) in industry companies.  The NGA has partnered with Consulting Collaborative to provide business development consulting services to increase sales as well as profits and also offer many other initiatives that contribute to achieving a very successful company in the glass and glazing industry.

Consulting Collaborative is continually seeing best practices at companies nationwide and they are up-to-date on today's challenging business environment. Throughout the process, clients will benefit from learning the newest and proven strategic advantages as Consulting Collaborative works to validate the strengths and weaknesses of your company.

Ready to get started? Consulting Collaborative will provide you with a formal proposal including an in-depth explanation of the steps involved.  Work with Consulting Collaborative today and receive the benefits for years to come.

Richard Voreis is a contributor to this blog and former member of the NGA Board of Directors. You can contact him directly at 214-361-2130 or rdvoreis@mindspring.com.

Arrive at Action Plans Jointly

Arrive at the Action Plans for employees jointly.  In other words, don’t force your Action Plans on the employees, but instead, encourage each of your employees to develop their own Action Plans in support of the company’s Top Priorities.

This basic commitment acts as a self-motivator and immediately establishes buy-in on the part of the employee.  If it’s their idea, then the power of human nature will take over and the Action Plan will be accomplished.  This “fact of life” is extremely important!

As a manager you can and in some instances you should influence and “fine-tune” Action Plans, but ultimately it is best if it is their idea rather than yours.

Also, you should always discuss each employee’s Action Plans with them personally in a face-to-face private meeting.  Because mutual commitment is important, too!

Richard Voreis Consulting Collaborative

Personal Training and Development

As I travel around the country during the last several years and talk to glass and glazing subcontractors as well as many other types of businesses one of the biggest challenges I see is getting skilled and experienced employees in both office and field positions.  When the building construction economy was strong this need was especially urgent.  It’s predictable, it will happen again!

In that regard, make sure you have the following implemented within your company:

• Orientation and Basic Training for New Employees
• Advanced Training for Veteran Employees
• Establish Employee Specific Action Plans for Training

It’s a proven fact, training results in continuous improvement for the company and for your employees.  The most successful companies focus on employee development.

Richard Voreis Consulting Collaborative

Focus on Quality

Focusing on quality means:

• Quality People
• Quality Products and Services
• Quality Project Management
• Quality Training
• Quality Top Priorities of the Company
• Quality Employee Action Plans

In any of these quality criteria, when you improve quality you will also improve results and ultimately improve the overall performance of your company.

Are you satisfied with the quality of your people, services, project management, employee training, annual company top priorities and the quality of the employee Action Plans that support the company top priorities?

If not, get back to me and I’ll tell you how to upgrade your quality.

Richard Voreis Consulting Collaborative

Focus on Your Customers' Needs

How are you doing answering my questions from last month?  Did you answer them? If not, you’ll need to answer these questions so you can take advantage of what I’m sharing with you in the blog posting and several more to come your way.

• Do your employees have Action Plans that are specific, measurable and time framed?
• Are all your employees working toward common company goals?
• Are all your employees working on the right things?
• Are all your employees on the same page?

For those of you who answered “yes” to these questions, here is the first of several Action Plan guidelines for you to implement: Always focus on meeting the wants and needs of the customers.

Hopefully, everyone at your company recognizes the need to serve external customers like general contractors, etc.  If not, you’ve got some basic educating to do.  What may not seem so obvious is serving “internal customers”.  Internal customers are the follow-employees and the various departments within the company.  Serving the internal customers is just as important as serving the external customers. In fact, by serving internal customers it’s easier to serve external customers.  That message needs to be conveyed to all employees.

There are many ways to enhance serving internal customers and Consulting Collaborative clients know all of them because we are tell them.

The Second Guideline: Listen to the “Voice of the Client” (Conduct Client Satisfaction Surveys)

If I asked your employees if the company had happy customers, most people would have a definite opinion.  They’d say either “yes” or “no”.

However, if your company does not conducted any customer satisfaction surveys, the answers are based upon personal feelings that may or may not represent how the customers really feel. Conducting formal surveys of your customers is essential and they should be conducted on a consistent basis.  This means the customer is speaking; thus, the term “Voice of the Customer”.

The “Voice of the Customer” satisfaction survey can be conducted via the telephone by a knowledgeable representative from the company.  Phone surveys (as many in-person surveys as possible) are the best way to get input and to insure input is received.  Mailed surveys will result in less than a 10% return rate, whereas phone or in-person surveys will essentially be 100%.

Richard Voreis Consulting Collaborative

Create Employee Action Plans

Annual company goals should be supported by employee Action Plans that hold  everyone in the company accountable for success.  If you want to establish plans that are effective, result-oriented  and motivational, you need to include basic criteria:

• Specific goals
• Descriptions of how you will measure progress
• Due dates and/or time frames

When each staff member has their own specific and personalized plan, everyone works toward common goals. As you start setting up action plans, ask yourself the following:

• Are all your employees working toward goals?
  
• Are all your employees working on the right things?
• Are all your employees on the same page?
  

Action Plans tell “how” each employee (management and staff) will impact the success of the company’s annual goals.  In other words, what each employee is going to do to make the company successful.  Everyone from the top to the bottom of the organization has a role in supporting the company annual goals. 

Richard Voreis Consulting Collaborative

Specific, Measurable, and Focused Goals

I recently read a newspaper article about a young lady who was inspired to climb Mount Everest in May 2010.  She said we all have an Everest and we all have to do what it takes to get to the top.  How did she make it to the top of Mount Everest and then back home safely?  She set goals.

Here’s is a brief summary of her goal setting process:

• Define your goal and outline a plan.
• Set a timeline.
• Think of what it takes to make it a reality.
• Focus and stay positive.

Her goal setting is similar to what you need to do to set goals for your business.  I always recommend to glass and glazing companies that annual goals do not exceed one type-written page - a one-page Strategic Plan that holds everyone in the company accountable for success. Your goals need to be:

• Specific and concise.  Generalities don’t get the message across to your employees.  Make sure your goals are easily understood.
• Measurable. Must be quantifiable. Goas need to be evaluated so you can determine if progress is being made. 
• Focused. Experience shows that three or four annual goals are ideal and more than five most likely cannot be accomplished.

Richard Voreis
Consulting Collaborative

Ideal Way to Establish Goals

I’ve shared with you that annual company goals must be specific, measurable and focused, but that’s only part of the goal setting process. Annual goes can be established by the owner or president of a company, the management team, or a management consultant.  

What is the ideal way to establish company goals? By involving a number of management and employees at the start of each year, the goals will become the employee goals instead of management goals.

I’ve facilitated this goal setting process with clients. In these sessions, management states what is important and employees comment and contribute. Ultimately the goals are accepted by everyone involved. This team approach to goal setting has a bias for results, generates buy-in and commitment from all employees, and is often the most significant companyw ide change that can be implemented by any company.

This goal setting process really works!

Richard Voreis
Consulting Collaborative

Improve Your Profits with Company Goals

Check out this Zig Ziglar video on goal setting.

You'll be amazed how sales and profits dramatically improve when you have annual company goals that hold all employees accountable for success.  It’s a proven fact that companies with annual goals outperform those companies without annual goals. I make sure it happens as part of my consulting engagements.  You’ll believe it as well when you establish goals for your company because the improved results will speak for themselves.

Annual company goals must be:

1. Specific – Means specific and concise goals because generalities don’t get the message across to your employees.  Make sure you goals are easily understood because nothing is so simple that it cannot be misunderstood.
2. Measurable – Means goals are quantified and can be evaluated to determine if progress is being made.  What gets measured gets accomplished.
3. Focused – Establishing too many annual goals detracts from accomplishing your goals.  Experience has shown three or four annual goals are the ideal number and any more than five goals most likely cannot be accomplished or will mean that all the goals reach less than the desired results.

Additionally, I always recommend that annual goals do not exceed one type-written page - create a one-page Strategic Plan that holds everyone in the company accountable for success.

Richard Voreis
Consulting Collaborative

Money Saving Trick: Business Consulting

Does your company need help with your strategic plan? Could you use assistance increasing sales or profits or managing your operations? Consulting Collaborative can help! Richard Voreis, a contributor to this blog and a partner of the NGA, has been in the industry for years. He has uniquely positioned Consulting Collaborative to assist glass and glazing subcontractors as well as window and door companies around the country. Here’s what industry insiders have to say about Richard and his company:

"Bacon & Van Buskirk saw marked improvement in our annual strategic planning, personnel development, and relationships as well as a tighter financial focus. The management and staff interviews, plus the subsequent strategic planning process, touched all levels of our company in a positive and lasting way. We recommend Richard Voreis and Consulting Collaborative."
                 - Rod Van Buskirk, Bacon &a Van Buskirk Glass Co.

"As a result of the interview process with our management and staff, we were able to make better business decisions regarding the overall functionality of our contract glazing business, which resulted in significantly increased revenue volume and at the highest percentage of net profit in our 20 years of operation. I would recommend the use of Richard Voreis as a business coach."
                 - John Heinaman, Heinaman Contract Glazing

What are you waiting for? Contact Richard Voreis for a no obligations proposal. Sign up for Consulting Collaborative services today and receive 10% off Consulting Services.

So, you don’t have a strategic plan for 2011

So, you don’t have a strategic plan for 2011. Here are a few ideas to help you:

1. Set specific and measurable goals for 2011. Make sure you don’t establish too many because you need focus.  We always insist that our clients don’t exceed a maximum number of goals.
   
   
2. Make all employees accountable for achieving the goals by establishing employee objectives supporting the goals and make sure they are specific, measurable and time framed.
   
   
3. Monitor the results periodically throughout the year.
   
   
4. Link your performance appraisals, salary and incentive compensation to the company goals and employee objectives.

You’ll be amazed how sales and profits dramatically improve! This is actually a very simple process. Need help? We can help you get started.

Richard Voreis
Consulting Collaborative

People Who Set Goals are Wealthy?!?

A recent Ziglar Weekly Newsletter article opened with this statement: “Studies tell us only 3% of people in the USA set goals, and they are among the wealthiest people in the nation!” Set Your Goals, Change Your Life & Celebrate!

So why don’t more people set goals and, more specifically, set goals for their companies?  There are many reasons including lack of knowledge of how to do so, discipline, understanding, belief and attitude to name a few.  

Do you have a corporate goals or a strategic plan for 2011?  Do you understand the strengths and weaknesses and opportunities and threats for your business? 

The basic goal-reaching principle is to understand that you go as far as you can see, and when you get there you will always be able to see farther.    ~Zig Ziglar

If you don’t have company goals for 2011, what’s your reason? 

Richard Voreis
Consulting Collaborative

Learn the Value of Membership at GlassBuild America

GlassBuild America is less than 3 weeks away – it’s time for you to start planning what you’ll do once you arrive. With meetings, networking, and educational offerings, you have a lot to choose from.  Make sure you schedule in some time to stop by the Interactive Theater (Booth #1751) to learn about the value of NGA or WDDA membership.

The theater will include discussions about member services and recent developments in education and training, including presentations and Q&A about ContactPoint (Booth #528), UPS, Electronic Data Payment Systems (Booth #1312), Consulting Collaborative, MyGlassClass.com, and AAMA’s new FenestrationMasters program. View the NGA Interactive Theater Schedule. 

If you haven’t registered to attend GlassBuild America: The Glass, Window & Door expo, there is still time. Visit the GlassBuild site to register or view a complete schedule of events: http://www.glassbuildamerica.com/regpackages.htm.

Stop by Booth #1751 and enter the Creative Solutions Group sponsored prize drawing for a chance to win educational materials or a stay at an all inclusive resort.

I look forward to seeing all of you in Vegas!

Alyssa Kirkman
Sr. Manager, Association Services
NGA  WDDA

Consulting Collaborative and Strategic Planning

Does your company need help with your strategic plan? Could you use assistance increasing sales o profits or managing your operations? Consulting Collaborative can help! Richard Voreis, a contributor to this blog and a partner of the NGA, has been in the industry for years. He has uniquely positioned Consulting Collaborative to assist glass and glazing subcontractors as well as window and door companies around the country. Here’s what industry insiders have to say about Richard and his company:

• Rod Van Buskirk, Bacon & Van Buskirk Glass Co., Inc.: As a result of Richard Voreis conducting a strategic assessment of our company, Bacon & Van Buskirk saw marked improvement in our annual strategic planning, personnel development and relationships as well as a tighter financial focus. We recommend Richard Voreis and Consulting Collaborative.
  

• John Heinaman, Heinaman Contract Glazing: As a result of the interview process with our management and staff employees as well as the analysis of this input, we were able make better business decisions regarding the overall functionality of our contract glazing business. I would recommend the use of Richard Voreis as a business coach, who can provide an outside, objective look at your business operation and provide objective recommendations for operational improvements.
  

• Kevin McMahon, K-Man Glass Corp.: In the midst of a tremendous growth period I found myself too heavily involved in my company’s day-to-day operations. That was when I decided there must be a better way. In an effort to maintain some sort of order, we hired Richard Voreis to provide a strategic assessment of our operation with the goal of defining solutions that would enable a more controlled growth. The strategic assessment conducted by Richard Voreis pin pointed this and the solution was to define each position's responsibility to build accountability. There has been a learning curve, but as more and more responsibilities have been turned over it has afforded me more time to chart our course.
  

What are you waiting for? Sign up for Consulting Collaborative services today!