Plan and then Execute the Plan!
STOP Model Step 4 is P = Plan – and then execute the Plan
We come to our final stage of the 4 step process in the STOP Model and that is P = Plan: Build a solid plan that will actively move you toward your goal and then execute the plan.
If you have followed the blog series, you know that we simplified the challenge of the sales and marketing team of an organization that has new products that have launched and sales are down. They have evaluated the talents they have as a team and what other people and resources they need to help them move forward. Now they need to build their plan! So often this is the missing or weakest link. We do a lot of planning to plan in our lives and business, but the execution of a plan is often hard.
During the planning process, the person who raises his/her hand to be responsible for a line item takes the responsibility not to solve that particular issue – but to ensure that this line item has milestones and timelines and resources to move what needs to be moved forward.
When developing a plan on how to move a team forward on something, look back to the talents on the team. Does someone on the team have strategic planning or project management skills that would aide this team in putting a solid game plan into place? If not, allow them to have someone outside the team facilitate this part for them. The power of having someone outside facilitate the planning process allows all participants to participate – no one person is worried about the facilitation process and how smoothly it goes.
We do this within our own company. Simon Says Lead uses a model called EOS – Entrepreneurial Operating System. The facilitated process and the specific tools allow us to have a framework for how to move forward on key business initiatives. At the end of the day it doesn’t matter what you use … but use some framework or method to allow a solid plan to be formed.
Once the plan is developed, what are the weekly, monthly, and quarterly check-in dates and deliverables? How is senior leadership staying involved or communicated with? If this was a critical challenge the company faced and it was put it in the hands of those that could effect the change, allow them to share their process and plan with senior leaders to gain buy-in.
Thank you for allowing us to give you an example of the STOP Model through the last four blog posts. We hope it allows you to see the model and that ability to apply it to challenges you might be facing in life and in business.