As a private pilot, I quickly learned the value of checklists when flying a plane. Even the most experienced pilots conscientiously review each point on the list before they ever leave the gate to ensure a safe and successful journey.
I reasoned that such a list might keep me on track in leading my business. Here’s what I came up with:
■✓ Define reality
Have I rigorously and honestly pursued the market facts and assumptions? Have I developed a strategic situational awareness based on the reality of customers, employees and stakeholders?
■✓ Fight denial
Have I invited customers, employees and stakeholders to tell me about my blind spots? Have I intentionally overlooked or minimized any important issues?
■✓ See patterns
Did I clearly explain the currents and trends driving our business and industry in a way that the organization understands? Do I understand the patterns?
■✓ Predict the future
Did I clearly articulate the expected customer, employee and stakeholder outcomes? Have I documented the expected results?
■✓ Bring the outside world in
During the strategic planning process and during its execution, did I bring outside expertise into the organization for consultation? Even the best organizations need outside viewpoints for the best results.
■✓ Require workable strategies
Does every person, function and department understand their respective “go to market,” “people” and “financial” strategies?
■✓ Focus positive energy
Yes, good things have happened. Have I helped the organization to harness this positive energy and focus it on creating our best future?
■✓ Focus negative energy
Yes, bad things do happen. Did I help the organization overcome any negative energy and refocus it on a better future?
■✓ Help the organization seize opportunities
Have I shown the organization through personal leadership how to seize opportunities? Am I doing what I am asking them to do?
■✓ Produce excellence
Did I clearly communicate that excellence is the goal and standard? Failures can be fixed. Perfection occasionally happens and is motivating. Mediocrity is unacceptable.
■✓ Reduce and eliminate risk
Have I asked the organization to reduce and eliminate risk? Further, have I asked the organization to insure all remaining risk?
■✓ Grow trust
Companies run on trust so there needs to be a connection between my team and me. I think of this as being another type of CEO: Chief Emotional Officer. Lastly, when planning I make sure I have created an atmosphere of increasing trust. Did I develop a plan that looks to continue growing the trust among customers, employees and stakeholders?
It often seems much easier to say, “Let’s just go, already!” But just like a pilot, don’t take off without consulting your checklist to make sure you’re prepared for a smooth journey that leads your organization where you want it to go! ●
