You’re a branch leader and with the weather improving and New Year approaching, you are no doubt thinking about your branch business planning for 2019.
Here are 8 things to consider when putting together a Branch Business Plan that helps you to lift your team performance and market share in 2019:
1. Your Vision + Goals for 2019
Because you want your Business Plan to achieve something meaningful, your planning needs to be led by your genuine vision and goals.
This might seem obvious, but I can’t tell you the number of leaders I have worked with who have hired me because they’ve been struggling to achieve their goals and when we’ve looked, what’s become immediately obvious is that the problem is that they’re uninspired about their work because their goals don’t bring them alive.
So, while it might sound fluffy, to get started, forget the ‘how’ and focus on getting clear about what you truly care about.
While you might – and should – have an income figure, don’t think about it as an income number, but rather, get clear about what that number represents. What matters to you that these numbers would help you to achieve?
What do you really want to create this year – personally and professionally? What results do you want for your office? What do your desired results look like, in detail?
If you are the manager of a franchise, but not the owner, this is perhaps a conversation to have with the franchise owner. But if so, make sure you also have your own goals that are meaningful to you.
2. Where are you at, in relation to that vision?
Where managers often go after confirming their goals is straight to strategy and planning. While it makes sense that they do that, it’s an approach that often leads to failure.
Why? Because how you get where you’re trying to go depends largely on where you are currently in relation to your goal or vision. (If you have ever failed to achieve a goal, your missing this step may well have been why).
If, by way of a simple illustration, I want to get to Auckland, and I’m currently in Taupo, I need to head north. If I’m currently in Russell, I need to head south. If I’m in Russell but go north, it wouldn’t get me where I am wanting to go.
Same goes for numeric goals. If you are 8% away from your target, the strategy you need to get there will be vastly different from the strategy you’d need if you were 248% away.
So, before thinking about strategy, get crystal clear about where you are in relation to your vision. Your clarity on this will give you the valuable information you need to determine the strategies and actions you will need to undertake to get you where you’re trying to go.
(For a list of things to consider, send me an email me with the subject line ‘Current Reality List Please’ – and I’ll reply with a list to get you started.)
3. Relevant Metrics
To stay clear about where you (and your team) are in relation to your goals (and theirs) as you move through the year, you’re going to need relevant metrics to review your progress against.
Looking at your goals, what metrics make the most sense? Are the ones you have been using the most relevant moving forward?
4. Your Action Plan
If you have gotten clear enough about your vision and goals and where you are in relation to those, your action plan will emerge naturally and automatically. (I promise).
Prioritise your actions in the way that makes the most sense – and add dates – and the names of who is executing each of the accountabilities.
5. Your Budget and Capital
Consider any actions on your plan that require financial investment. Consider your cashflow forecasting, priorities, the capital available to you and where your budget is best invested as you move through the year.
If you need more capital to invest in growth and talent development, add getting this organised to your Action Plan.
6. Talent Development
To achieve your goals, you are obviously highly dependant on your team. So unless you have a team who are already hitting sufficient numbers for you all to hit your goals, an effective Talent Development Plan is going to be critical.
Talent development is a big topic which we’ll be covering it in more detail in the next publication.
In the meantime, here are two key questions to ask yourself: How many of my current team members have a vision and goals for their life? And do I know what they are?
If they don’t have them clear, it will help you (and your coaching process) tremendously for them to spend time working them out. Be the mentor that helps them get there!
7. Leadership Development
Do you know how to lead your team to high-performance – or at least to the level that has you all hit your goals? If not, learning how to do this should be a very high priority.
8. Your Time
Looking at your Action Plan, where is your time best invested?
If you currently spend a lot of time currently working on low-value or low-return activities (that could and should be delegated to someone else), it’s time to consider changing this. Engaging in low-value activities is a poor leadership choice.
In conclusion, if you create a plan that (a) arises out of crystal clarity about your vision and where you are in relation to your goals – and that (b) takes into consideration the need for effective leadership, time management and development of your team, you’ll be well on the way to preparation for a successful year.
In the next issue, we’ll cover more on talent development.
This article was posted in the latest edition of the REINZ magazine (Summer 2018/2019).