Writing your annual plan?
Want To Grow Your Business In 2022? Then Ditch Annual Planning
Are your thoughts turning to next year? Thinking you need a new plan to grow your business in 2022? Maybe you’ve dusted off your 2021 spreadsheet and want to use it as a template. Stop right there! The biggest mistake we see our clients make is viewing planning through a 12 months lens.
It’s natural to want to get off on the right foot as we enter the New Year. Even if your annual cycle isn’t calendar, there’s a feeling of fresh impetus. A new start. But try not to fall into the trap of linear thinking – always looking backwards and using what you achieved last year as a benchmark for next year’s targets. You’ll never achieve the rapid growth you crave by thinking this way.
Too often, new clients come to us with a 5 – 7 year plan and then show us a spreadsheet for the next 12 months. It has no connection to the bigger plan! And no clear evidence of how they’re going to hit that longer-term goal. We tell them they need to shift their mindset away from fixed ideas of annual cycles towards a more agile, quarterly approach. This is how you drive the metabolic rate of your organisation up.
There’s A Hole In Your Bucket with Bryony Thomas
This episode of The Melting Pot is actually a recorded webinar we held called ‘The Four Foundations of World Class Marketing’ with Watertight marketing methodology creator, Bryony Thomas.
Bryony cut her teeth as Divisional Director of Marketing for Experian before leaving to found her own company in 2008. She took everything she’d learned from doing business development i.e. getting on the phone and doing sales, and joined it up to create the concept called Watertight.
The idea behind Watertight is that there’s no point filling your bucket unless you plug the holes first, otherwise your money will simply run out of the bottom.
In this fabulous episode, Bryony walks us through some elements of her programme and in particular she asks, how would you steal your neighbour’s cat?
Intrigued? Download and listen to find out how you can apply the Watertight marketing methodology to your own business.
A master-class in personal and professional development, ultra-athlete, wellness evangelist and bestselling author Rich Roll delves deep with the world’s brightest and most thought provoking thought leaders to educate, inspire and empower you to unleash your best, most authentic self.
Reed hastings has built the culture at Netflix around it. Ray Dalio made it a founding principle at Bridgewater, a successful investment fund. “Radical candour” is the idea that bracing honesty is the best way to run a business: no one dances around the truth, and swifter feedback improves performance.
Atom Bank’s decision to shift its workforce to a four-day week will be of interest not only to a few HR professionals but also in every boardroom in the land. The digital bank has moved the bulk of its 430-strong workforce to a Monday-to-Thursday working week. And, this is the clincher, for no loss of pay.
Consider the following scenario: A company’s entry-level workforce is approximately half women and half men, but the proportion of women drops slightly at every level. Only about 38% of managers are women, then 33% of directors, 28% of senior vice presidents, and 21% of C-suite executives. A deeper dive into the data reveals that the drop-off of women is primarily driven by gender disparities in promotion rates, not gender differences in hiring or retention.
This title offers a completely new and systematic approach for greater productivity, profitability, and competitive advantage through service. Most companies treat service as a low-priority business operation, keeping it out of the spotlight until a customer complains. Then service gets to make a brief appearance – for as long as it takes to calm the customer down and fix whatever foul-up jeopardized the relationship. In “Uncommon Service”, Frances Frei and Anne Morriss show how, in a volatile economy where the old rules of strategic advantage no longer hold true, service must become a competitive weapon, not a damage-control function. That means weaving service tightly into every core decision your company makes. The authors reveal a transformed view of service, presenting an operating model built on tough choices organizations must make: How do customers define “excellence” in your offering? Is it convenience? Friendliness? Flexible choices? Price? How will you get paid for that excellence? Will you charge customers more? Get them to handle more service tasks themselves? How will you empower your employees to deliver excellence?
Unfortunately, most organizations, overburdened by bureaucracy, are sluggish and timid. In the age of upheaval, top-down power structures and rule-choked management systems are a liability. They crush creativity and stifle initiative. As leaders, employees, investors, and citizens, we deserve better. We need organizations that are bold, entrepreneurial, and as nimble as change itself. Hence this book. In Humanocracy, Gary Hamel and Michele Zanini make a passionate, data-driven argument for excising bureaucracy and replacing it with something better. Drawing on more than a decade of research and packed with practical examples, Humanocracy lays out a detailed blueprint for creating organizations that are as inspired and ingenious as the human beings inside them.
MEANINGFUL ACTION FOR MONDAY
Stop having pointless meetings
No meetings should continue if people give them a score below 8. You want your sessions to be 9 or 10. Get everybody to give a score out of ten at the end of every meeting. Sometimes it’s not that the meeting was pointless, but that it was too long. If the average score is less than 8, should you never have this meeting again? Should you cut it in half? Should some of the people not be here? Rate all your meetings and do something different that gets an average score of 8 or above.
Quote of the week
“The greatest shortcoming of the human race is our inability to understand the exponential function.”Albert A. Bartlett
Dominic offers business coaching and management development, strategy planning and organisational change, using tried and tested methods to launch your organisation onto an unparalleled growth trajectory. His programme is a function of his broad experience, his deep expertise and a proven process used by over 2,700 firms worldwide.