hy do we do this? Do we really need to do everything? Are we guilty of chasing a falsified, self-fulfilling prophecy: important people are busy, so, I’m going to be (or at least appear) busy? Have we lost sight of how to plan strategically, prioritize and say, “No?” Make no mistake, it is not a time management issue, it is purely about strategy and planning. What is your company’s strategy? Chances are, if you have one at all, your strategy has become a pie-in-the-sky vision — the right thing to say when speaking with prospects. This is not strategy. Strategy was never meant to be the secret handshake of senior executives. It is meant to provide direction, guidance and purpose, and should be used as a benchmark for identifying when business is askew or wandering aimlessly into the “too busy” abyss. Strategy is intricate and requires effort, but it is not rocket science. The best strategy is to have one. Although strategic planning should be a formal, inclusive and continuous process, there are key components to help draw a map around “too busy.”
KNOW YOUR PURPOSE An unwritten strategy is a mere idea. What is your purpose and what are your sought-after accomplishments? As owners/company leadership, it is your duty to ensure everyone is on the same page, literally. Everyone, at all times, should look up, see the strategy, and then ask, “Is what I’m doing now on strategy?” If the answer is, “No,” move on. Be sure to reward yourself and others who are wise enough to recognize the difference between busy and effective. Write it down, pin it up.
KNOW YOUR TARGET (NOT JUST YOUR BULLSEYE) An ideal target is irrelevant. The ideal target could be astronauts on a 10-year mission unable to communicate. In other words, if the bullseye is unreachable, you’ll miss the target altogether. Be quick to measure “who cares?” and even quicker to measure “where are they?” Hold a white-boarding session, create profiles, and identify all the places (on/ offline) they frequent and every point of potential interaction. You may be surprised to learn that those who place greatest value in your purpose are the stars you weren’t shooting for in the first place. Write it down, pin it up.
KNOW YOUR (UNREHEARSED) VALUE Perhaps the most difficult aspect (and most vital) of strategy creation is the articulation and communication of value. First, determine what your audience values most, such as time, money, reputation, etc. Second, clearly illustrate the ability of your company to attribute such value, specifically. Third, solidify the “why us” for your company. Do the logo test: if you are able to place a competitor’s logo next to your value claims, go back to the drawing board. Lastly, ditch the pitch. Clients/patients are likely to know as much, or more, about any given subject at any given time and they will determine whether or not something is of value. Listen more, say less, and know your company’s unrehearsed value. Write it down, pin it up.
KNOW YOUR GAME PLAN Only after you’ve determined the who, what, where and why (above) are you able to make a plan for the when and how. Too often, owners/company
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leadership mistakenly identify the game plan and strategy as one and the same. This — deadlines and execution without purpose or direction — is fertile ground for “too busy.” Pick a deadline, develop a work-back schedule, separate “mandatory” from “ideal” activities and, then, prioritize according to the purpose, desired accomplishments, target and value. Write it down, pin it up. So, this autumn, be sure that your routine doesn’t shift from an “improvement” to a “completion” mindset — don’t get fooled into thinking “too busy” is a synonym for success. Take advantage of a fresh start, gather around, sip some pumpkin spice lattes, and do some strategic planning. Who knows, if you plan effectively, you may be able to hire an office barista before the leaves change next fall.
Matthew Harpell is the founder and owner of Matlen Strategy, a company that aims to save time, improve results and reduce burden by providing business planning and support for owners and company leadership who are too busy working ‘in’ the business to find time to work ‘on’ the business.
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