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The planner vs the free spirit as CEO

Written by: Craig Jennings

Article Overview: "Life is day-to-day. Don't bug me about long-term plans. Haven't got time. Ya gotta take care of today's business today." Have you ever heard yourself say that? On the other hand, you know that planning is something you "should" do, and you know how you deal with things you "should" do. Here's the promise. If you spend two good hours on this process, you'll notice positive results in 30 days and they won't ever stop coming.

The planner vs the free spirit as CEO

"Life is day-to-day. Don't bug me about long-term plans. Haven't got time. Ya gotta take care of today's business today." Have you ever heard yourself say that? On the other hand, you know that planning is something you "should" do, and you know how you deal with things you "should" do.
Here's the promise. If you spend two good hours on this process, you'll notice positive results in 30 days and they won't ever stop coming.


If you're currently running a small business...
Would you like to see a serious positive change in your results in just 30 days? I'd like to persuade you to take on a form of business planning that some avoid, and some treat pretty casually. If you already do all this, by the way, send me an e-mail, and tell me what your planning routine is.

If you don't have a serious business plan, you're rowing a boat where the water comes right up to the gunnels. First, the damn boat is very hard to row and maneuver. Second, the least wave, the first weight shift, and you're a submarine.

You may have taken my class, where we looked at 2 elements of a business plan. One was the focus for the whole life of the business - a mission and a vision. A second was a set of goals - long-range and short range. Specifically, at least 3 goals for 1000 days out, and a short-range plan - at least 3 goals for 100 days out or less. If you want to see how much control you are really exerting over your business, make an additional set of weekly goals each weekend. (By definition, a goal is something that vanishes when you achieve it.)

What happens when you set a goal and fail to achieve it? You just learned something very important. (It's called failure, an extraordinarily valuable business collectible, about which more in a later installment.)


If you haven't started your business yet...
Isn't it great that you still have some time to do your planning?

Whichever the case, let me spell it out. I request that you take yourself to the outhouse or to Starbucks with a notebook and pen. Build yourself a vision, a mission, and some goals. Here's the structure.


Mission: A target which, completed, describes your business as a success.
Example: Christopher Columbus explains to his men, and Isabella, that they will find a new trade route to the Indies.

Vision: A possibility which is somewhere between unreasonable and impossible.

Example: Chris says - we're going to go East by sailing West.

Another example of both in one statement: Bill Gates says: I want to see a computer on every desk and Microsoft software on every computer!

Sounds easy, and it's not. It may take a friend or colleague and more than one Latte Grande to get a vision and mission that will each fit on a Tee-Shirt. I'm open for a call if you get stuck.

Long-term - 1000 day - goals. Make three. Make them specific, measurable.

Short-term - 100 day or less - goals. Make three, as above.

OK, I've got the mission, the vision and the damn goals. Now what?

Put them up on the wall!
Read them out loud once or twice a day.
Share them with a friend or colleague.
E-mail them to me. Email them to someone else.
Take them seriously. It is part of the process of creating. You really are creating your business - and this is exactly how you create your future.
Watch what happens. You'll notice positive changes in 30 days.

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