t is not sufficient for a leader to simply speak of planning or having a plan. Rather, what needs to be done is to develop an actionable plan that adds value, purpose and meaningful direction to his organization, while enhancing the mission of the organization in a manner that evolves the group and makes it more relevant and sustainable. While nearly everyone who ascends to a position of leadership believes he has plan, there are certain necessary components that must be fulfilled and achieved. These components are hinted at by looking at each letter of the word, plan.
1. The "p" stands for purpose and propose. What is the purpose that the plan wishes to achieve from his plan? How will this concept and approach make the group stronger, better and more relevant? Once an important purpose is conceived and developed, it will achieve very little unless it propels the organization forward because of the proposals made. Great leaders always propose approaches that fulfill needs while motivating others to listen and follow, thus causing a far larger amount of commitment.
2. Planning must include both leading and logic. What is being asked of others, and how does the plan address needs and directions? Does the idea make sense to others? Would it achieve the purpose that it is supposed to, and if so, how and why?
3. Without the right attitude, accompanied by a good degree of aptitude, even the best laid plan will go nowhere. A leader must believe in his way of approaching things, and must be consistent in his message and commitment. He must also have the knowledge, judgment and wisdom to properly evaluate needs, developments, methods, approaches and alternatives. He must look ahead optimistically, yet realistically, not by simply putting on rosé colored glasses, but feeling good about the possibilities that his plan will bring forth and make possible.
4. Plans must also consider both the needs of the organization, as well as the needed nuances. Does this approach bring an organization in the direction that is needed to make it stronger and more relevant? Does it properly evaluate what is actually needed, without prejudgment, and considering multiple alternatives? However, even if those items are addressed, unless the approach is explained in terms that many others can both understand and appreciate, it will rarely induce the enthusiasm and motivation that will let others buy in, and commit to that vision an approach. Leaders must be sure that the way they explained what they want to do never negatively impacts others. It is there that nuance and consideration are requirements.
Plans are necessary for achievement. These plans must be effective, and following and understanding these essentials enhance the possibility of success.
