If you’ve read any of my previous blogs, you know how much I’ve stressed having a plan. A written plan. You don’t have to make it a long one, but you should have something in writing mapping out your strategy for the coming year and possibly beyond, including the large tasks necessary to achieve the measurable metrics you’ve outlined.
You also probably know how I’ve been a huge fan of the “Entrepreneurial Operating System” (EOS) outlined in the book Traction. The system allows you to quantify and identify the goals you want to achieve.
So, the next step is achieving these goals through a series of well-designed systems to help achieve the aforementioned goals. Want some good news?
It’s not your responsibility.
That’s right. YOU do not have to be the one to develop the policies and systems for the implementation of the goal achieving processes. Why?
Because as is mentioned by the legendary Keith Cunningham in his book The Road Less Stupid, if you create the systems and pass them down to the team, they will not be responsible for them. If you outline the goals and allow them to create the system, they must own the systems and they will.
Many of us want to create and perfect the systems for our offices and it’s at best unnecessary, and at worst damaging to do so.
Your job as CEO is create the vision and direction of the company. Never forget that. Without you, there is no dream or goals. But, many of us confuse that with the idea that we need to come up with every detail of the implementation plan and that’s a mistake.
So, spend some significant time on your plan and the measurable metrics necessary to achieve it. Then hand it over to your leadership team to create the working steps to get there. Of course, you can help edit it, but let them develop it and own it.
You’ll be thankful you did.
Wishing you the best,