What are The Right Questions for Decision Making and Strategic Planning?

So, having established in previous posts the background to The Right Questions and an idea of their importance, we can now get an overview of The Right Questions and how they are applied to strategic planning and achieving goals, both in a personal or business context. The questions come in an order of sorts but the process of asking The Right Questions is also iterative and cyclical. In other words, the answer to one question is likely to inform an answer to another, and even after we have worked through all the questions we will generally go back and revisit the others to refine our answers.

How to Use The Right Questions Decision Making and Coaching Framework to Achieve Goals

It is beneficial to explore the questions in two broad groups. The first is comprised of the where, what and why, and these encompass the strategic framing of a situation. The second group is made up of the questions how, when, and who and these help us develop a specific plan within the aforementioned strategic frame.

The two groups are joined by ‘which’ as this question deals with the concepts of options and risk. After looking at the overall strategic picture we use ‘which’ to explore courses of action from which we can choose an option to develop into a more detailed plan. We then return to this same question to weigh the risks as the plan progresses. Looking at these options and risks are the key decision points and can lead us to return through the strategic framing or planning loops again.

Taken all together these seven questions create a template for strategic planning and also become a decision-making process that follows a figure of eight cycle, as demonstrated in the diagram below.

“I keep six honest serving-men, (They taught me all I knew); Their names are What and Why and When, And How and Where and Who.” Rudyard Kipling

STRATEGIC FRAMING

Why? (Values and Priorities)

The ‘Why?’ represents our values. Our values are our identity; the things at our centre that define why we have the vision in the first place, why we do the things we do, why we attract certain people. They are our beliefs and worldview. These are often things we hold in common with others at one level but the particular combination and application of the values make them unique to us. Knowing our principles shows us what we value most and therefore it also helps us to prioritise and make good decisions.

Where? (Situation and Vision)

‘Where?’ is the present location and the future destination, the situation and the vision. We look at whence we have come from and whither are we going as our journey is bracketed by these ideas of ‘where’. When you get out a map the first thing you do is identify where you are and get your bearings; only once you have done this do you plan to move. And when you move, you don’t want to wander aimlessly (movement in itself is not progress), there needs to be a destination, something we are aiming for. This destination is the dream, the thing that stokes our passion and gives us our drive.

What? (Mission)

‘What?’ represents the mission, the reality of what we are going to do. The mission is the bottom line, the tangible measured difference that we are to make. To work out the mission we need to define success so that we know our finish line. We can then sum this up in a pithy and memorable way to get our mission statement.

REFLECTION INTERSECTION

Which? (Options, Risk and Reflection)

Options

We have to choose which way to go and therefore ‘Which?’ deals with the idea of selection. First, we have to generate a range of courses of options we can choose from. This is a creative process, requiring divergent thinking, and taking time to step out of the purely logical process in order to examine unorthodox ways of problem-solving. Generating these options is something we can do before looking at the how, when and who questions. We are generally faced with various strategy options and we have to select a route by assessing relevant factors.

Risk

One of the major factors affecting a decision is risk. If a venture is deemed too risky it is the surest thing that will stop us from acting, no matter how attractive the option first seemed. To make good decisions we need to identify, assess, mitigate risk and then manage the risk accordingly. Capacity for risk varies between people and situations so it is important to remember that this is an ongoing process of management. At the same time we don’t want to become defensive, timid or risk averse; achieving bold visions means taking risks. We just need to make sure we have counted the cost before we commit ourselves.

Reflection

The option does not have to be perfect. What we are looking for is the minimal viable product (MVP) approach to problem-solving. When an idea good enough to add some planning to it, but then we need to test it. This is where the ‘which’ question becomes the reflection point in the interlinking loops between strategic framing and planning. We test our ideas, reflect and learn from them, then adjust our plans and go again.

PLANNING

How? (Strategy, Goals, Planning and Resources)

‘How?’ is the method or plan by which we achieve the mission. Goals and activities support the overall strategy and propel us towards our dream. Breaking down the route into manageable steps gives us the basis of an action plan and makes the dream an achievable reality. Once we have worked out the detail of each task it is much easier to assess the correct resources we need for each step and therefore, by adding up these resources, we can get a better estimate of the total resources we need to achieve the whole mission.

When? (Timing and Programming)

It is no surprise that ‘When?’ refers to time. Timing is critical. Choosing the right time makes the difference between success and failure and it takes an equal measure of planning and wisdom to know when to implement strategies, to go for goals and ultimately achieve missions. Time is key to planning and is the one truly limited resource. As we overlay our plan with time we create a programme with milestones that help us to measure our progress towards our goal.

Who? (Roles, Team, Structure and Network)

The ‘Who?’ is primarily about the roles different people fulfil, the makeup of our team, the structure of our organisation and the people we connect within our personal network. Sometimes we have a mission and then we go out and put together a team and therefore we need to know what we are looking for. At other times we may need an existing team to adopt a new strategy. In this case, we need to know how best to place people as we re-structure the existing team. Even if we are operating alone, not having a specific team or organisation, we always have a unique network of contacts to draw upon. People are always involved one way or another on our journey and they are the most important resource that we can draw upon.

Now that we have looked at an overview of The Right Questions we will look at each one in greater detail in future posts.

If you want to know more about the background and evidence for the approach I recommend you read:

Beyond the 5Ws: Ask questions like a philosopher, answer as a visionary

If you want to start going through the process I recommend you ‘start with why’ (like Simon Sinek) and read the following:

What are your personal values?

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!

The Top 6 Leadership and Management Books

I love devouring books in the holiday season and I always carefully consider the books I purchase or ask for as gifts. Here are my top recommendations for leadership and management books. There are some old titles and some new ones, but they are all indispensable reads and should inform and inspire you.

1. The 7 Habits of Highly Effective People – Stephen R. Covey

This was one of the first leadership and management books I ever read and since that first encounter, I have not stopped going back to it. Full of practical wisdom, the book takes you on a journey; setting a foundation that helps you win at a personal level before providing you with the tools you need to flourish as a leader. If you have not read this book yet then redeem yourself this Christmas and get a copy!
The 7 Habits of Highly Effective People – UK
The 7 Habits of Highly Effective People – US

2. Good to Great: Why Some Companies Make the Leap and Others Don’t – Jim Collins

Jim Collins has become one of the most influential voices in organisational development over the past decade. This prequel to his other famous book, Built to Last, applies a scientific approach to identifying what makes a company successful, including what is needed of the people who lead such organisations. The book is challenging and inspiring in equal measure.
Good To Great: Why Some Companies Make the Leap… and Others Don’t – UK
Good to Great: Why Some Companies Make the Leap… and Others Don’t – US

3. The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You – John C. Maxwell

John C. Maxwell is a prolific writer and there are several excellent books that I could list here but this is perhaps his classic work. His straightforward can-do approach to leadership is very appealing and his simple definition of leadership as ‘influence’ demonstrates that we are all leaders at some level and therefore should seek to develop our character and hone our skills to become the best leaders we can be.
21 Irrefutable Laws of Leadership – UK
The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You – US

4. Influence: The Psychology of Persuasion – Robert B. Cialdini

Compelling and persuasive in its own right, Robert Cialdini’s famous work is a touchstone for people in marketing but considering Maxwell’s definition of leadership (that leadership is influence) this book is essential reading for every leader and manager. I guarantee that it will change the way you communicate and you will never see a sales pitch in the same way again!
Influence: The Psychology of Persuasion – UK
Influence: The Psychology of Persuasion (Collins Business Essentials) – US

5. The Decision Book: Fifty Models for Strategic Thinking – Mikael Krogerus and Roman Tschäppeler

This fantastic resource was a new purchase for me in 2012. The book may fit in your pocket but don’t let that fool you, it is a veritable treasure trove. It is made all the more attractive because the material is presented in simple, easy to access chunks so you can work your way through or just dip in whenever you need. Whether you decide to stash the book in your top drawer at work or keep it on your bedside table, make sure it is close to hand for when you want inspiration.
The Decision Book: Fifty Models for Strategic Thinking – UK
The Decision Book: 50 Models for Strategic Thinking – US

6. Making It All Work: Winning at the Game of Work and the Business of Life – David Allen

David Allen, the bestselling author of Getting Things Done, and an expert in achieving work-life balance, wrote this book. I have just been given a copy and it comes with high recommendations so I will be reading it over Christmas. I look forward to reviewing it fully when I am finished and discussing it in the New Year!
Making It All Work: Winning at the game of work and the business of life – UK
Making It All Work: Winning at the Game of Work and Business of Life – US

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If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!

Book Review: The Book of Job by Dale Stafford

Are you wanting a book to inspire your work in 2013? Searching for a lovely executive gift? Wondering what pogonophobia is? Then check out the Book of Job by Dale Stafford.

Book Review - The Right Questions

It felt like Christmas all over again – or maybe better – because the package I received, containing a limited edition of The Book of Job, was so lovely I almost did not want to unwrap it. My name and address were handwritten in attractive sweeping strokes, the package was encapsulated in crisp brown paper, and all this was sealed with red wax and tied up with red and white string. I felt special just getting it. And there was more! Inside there was a letter, once again sealed with wax, and the book enclosed in patterned paper. So now I am feeling like it is Christmas and my birthday too. Once inside the wrapping the book’s lavish gold edging glistered at me; beckoning me to open it.

The attention to detail, already evident in the packaging, continues throughout The Book of Job. One example of this is in the language as The Book of Job is written in an Old English style (or perhaps ‘Ye Olde Style’) with lots of ‘thee’ and ‘thou’, ‘hast’ and ‘canst’. I thought this might make the book less accessible (as I am more likely to speed-read business books) but the more I read, the more I was disarmed by the approach.

Content and style

I was also won over by the subject matter of the first page. The title runs “In the beginning was the word and the word was ‘Where?’ This immediately struck a chord with me, as in The Right Questions this is the first question that I pose too.

The book goes on to draw a parallel between the biblical character of Job and what we experience in our own job. The Bible story of Job is terrifying and inspiring in equal measure but Dale uses it cleverly to frame her book. There is an underlying theme throughout the book about turning challenges into opportunities as summed up in the quote on page 135:

“When a problem doth land on thy doorstep, it is opportunity that doth knock at thy door.”

This principle, underpinning the narrative, gives a very uplifting tone to the book. It is not a preachy how-to book about success, but rather a book of wisdom inspired by successful people. Therefore I feel that – although the book is penned in a fun way – the serious message of reframing the way we think about ourselves, others, life, work and success, is all the more powerful.

For me this meant that as I read through the book I found that Dale was speaking to the converted; I agreed with the points she emphasised and increasingly enjoyed the way she illustrated them.

Recommendation

The Book of Job is full of quotes, anecdotes, humour and insights that make it a pleasure to delve into; whether you chose to read it cover to cover or just dip in from time to time.

This is an excellent gift, especially for your friends in business, but you may not be able to resist treating yourself to a copy! Witty and engaging as well as beautifully constructed and designed, it is a pleasure to receive and to read. Well done to Dale Stafford on creating something so unique.

Oh, and by the way, pogonophobia is the fear of beards. One of the many things I learnt from reading the book!

Dale Stafford is the author of The Book of Job and founder of The Principle Department. You can find out more about her and her work at www.theprincipledepartment.com

Buy the Book of Job from Amazon.co.uk

Buy The Book of Job from Amazon.com

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!

How to Achieve a Plan by Planning Resources

Quite often we limit ourselves and our plan to our present resources.  After all, it is reasonable to ask ‘Which holiday can I afford?’ before going and booking one.  Budgeting is good stewardship and I would certainly not recommend getting into debt on a whim.

But we will never be able to dream big or make macro leaps forward if we limit our goals to what we can achieve with the resources we have now.  It is better to first ask what we are passionate about doing, working out the resources required, and then thinking creatively of ways to get what we need.  That is why this question comes some way down the planning process.

The importance of logistics

An army needs logistics. A large portion of every military is concerned with delivering the right resources to the right people in the right places.  In fact, there are many more logisticians than infantry soldiers in the average army.  But the army does not exist for logistics. It has a mission to achieve. That aim is very rarely just to do with just moving men and equipment from one place to another.  Logistics is a large and essential part of achieving your aim. But it is there to support the mission, not to drive it.  History testifies to the fact that an army will beg, borrow and steal if necessary to get the job done if (or rather when) logistics fail.  You can still achieve your aim when resources are difficult to come by if you remain focussed; as the United States Marine Corps would say: you just need to ‘improvise, adapt and overcome!’

The right motivation is key

This is because there are very few times when finances and resources are fixed.  A compelling vision inspires us to innovate and save. It motivates us to earn and raise the funding that we need and find the tools to get the job done.

Why is it that many people who win the lottery often struggle. Why do they end up having spent their money within a few years?  The gambling industry sells winning as the dream; it does not provide a vision for what comes beyond that.  Many people who win do not have a clear idea of what they want to do with the money. They might take a nice holiday and pay off the mortgage but that is not a grand vision. Anyway, these things can be done without playing the lottery or the roulette wheel.

People who make (and keep) large amounts of money use it productively. Resources that continue to grow are usually driven by a vision beyond that of just making cash.  Bill Gates, the richest man in the world for most of the last decade, was not motivated primarily by money.  When he started Microsoft with Paul Allen they had a vision of a computer in every home. This dream, of how computing could transform the world, drove Microsoft. It became the most successful software business in the world and made Bill Gates a multi-billionaire.

Money, Manpower and Materiel

So we start with the dream and then work out what we need to make it a reality.  When we need to make something happen it generally comes down to the three ‘M’s:

  • Money
  • Manning
  • Materiel

Cash, workers and equipment are all important but it is usually the first element, the money, which drives others; so this is the primary consideration here (we will look at the people issue more under the ‘Who’ question).

Estimating the cost

When we have our dream or our goal, we can start to put a cost against it.  If it is hard to assess the cost for a whole goal we can break it down, as we have done previously, and cost each constituent task or step.

Remember to put a cost against the time you invest in achieving the goal.  When doing something yourself you can feel you are getting it done for free but that is not actually true.  Our time is worth something, even if it is just the opportunity-cost of not being able to do something else while we are engaged with a task we have decided upon.

Often it will turn out cheaper to pay someone else to do a task that can be delegated as this leaves you just the things that no-one else can do and you will achieve your goal all the sooner.  We will look at delegation some more under the ‘Who’, but having broken down tasks and now putting costs to them will help you make decisions on the team you might need.

Alternative funding

Once you have estimated a cost for each individual task you will get an idea of the budget for the whole project.  Once this has been done you can start to think creatively about how to reduce the costs. Or you can seek further resources in more inventive ways (and no I am not talking about stealing here!).

For example, instead of paying for a qualified professional, could you get someone to do the work voluntarily? Perhaps you could offer them experience as an intern? If someone is still in training or education they may value the experience more than pay.  Alternatively, think about what service or product you might be able to offer someone in return. Bartering is as old as trade itself but sometimes people forget it. I have used this sort of transaction in building my business. For example I have coached people in return for help with my website.

I used this method when I employed someone to develop my website. They worked on the website in return provided some coaching to help them further their career. It was an easy win for both of us, and no cash changed hands.

Fuel the dream

Considering the resources we need and how we are going to get them is an important aspect of how we make our dreams real.  An idea becomes a lot more tangible as we think about and assess the tools and materials we need for the job. It can take some time, and may not be as liberating as some of the big picture thinking, but it is important so stick with it!

“First, have a definite, clear practical ideal; a goal, an objective. Second, have the necessary means to achieve your ends; wisdom, money, materials, and methods. Third, adjust all your means to that end.” Aristotle

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!

Happiness is a Positive Cash Flow

“Happiness is a positive cash flow.” Fred Adler – Venture capitalist

I may not be a millionaire but in many senses, I am rich.  This is because for much of my life I have had the pleasure of not having to worry month by month about the balance in my current account.  When billions of people are worrying about whether they will have a decent meal today or if they will have a roof over their head tonight then it is good to be thankful for such mercies.

But I did not start out flush with cash and there have been times since where things have been a real struggle. At times every business pitch seems to fall flat, work is short and reserves are needed to keep afloat.  At such times I have become very keenly interested in profit, loss and cash flow and therefore they should be things we have a handle on before we hit a challenge.

The day to day challenge of cash flow

In a previous post, we looked at cost and resourcing in the context of a given task or project.  When thinking in project terms, the finances are focused on a finite amount that we are wanting to raise and control.  When thinking about a business there may well be projects that we want to achieve, but the day-to-day of the business is defined by profit and loss and – perhaps even more importantly – by cash flow. So I just want to highlight some crucial things to remember before we move on.

Cash flow is important as it determines the rate of return and affects liquidity. As Dragon’s Den star Peter Jones points out:

“There’s nothing more important than cash – cash flow issues are one of the biggest causes of company failures.”[1]

Liquidity is especially important to the SME (small and medium-sized enterprise). This is because you may well have invoices on the way but if they don’t arrive in time (to pay off your own debts) then your company can go under. Then it does not matter how profitable you are on paper. This is why all companies need a reserve of some sort, to manage these cash-flow challenges.

Cash flow and personal finance

The same goes for personal finances; after all a household is effectively a small-sized business.  You have certain a certain income and outgoings.  Each month you need to make sure more comes in than goes out.  If you achieve this then the amount left over is profit. This is the bit you get to choose how to use; to save or invest, could be considered profit.  If you spend more than you earn then quickly you will get into debt.  As debts compound it can become impossible to pay them off and then your household or business goes bust.  It is very simple.

As an individual, this could mean being declared bankrupt or as an organisation going into administration or liquidation. Either way, it will be a huge hurdle in you fulfilling what you set out to achieve. So, it is best to reduce the risk of this happening. Do this by planning as carefully as possible and keeping on top of your accounts.

Keeping your accounts and balancing the books

At the most simple level, you may just need a ledger or spreadsheet with three columns: one for money in, one for money out, and one to work out what’s leftover. This gives you a snapshot of your finances at any one time. If you then produce a table predicting this information over a period of weeks or months, then you have the making of a cash flow forecast.

The issues of profit, loss and cash flow are perhaps most important when starting out in a new business.  It can often take several years for a company to really become profitable and for finances to stabilise.  It is therefore those first few years where the business is most vulnerable.

The Business Case and forecasting

Part of the business case and business plan at the beginning will be forecasting the finances over this critical time.  If you want to attract finance or get a business loan then any investor will want to examine these figures.  It is part of their risk management; they want to get their money back, with interest.  You need to be profitable for them to be profitable.

It can be tempting to be overly optimistic about your finances in the beginning stages of a business.  Therefore I recommend you produce several models for your cash flow: a best case, most likely case and worst-case scenario. Work out the most stripped-down version of what you need to operate and the investment required, as well as your preferred initial equity.

Final thoughts

I am not going to go into more detail on book-keeping here as it is outside the remit of this post. There are plenty of good resources on accounting that you can look at. Software packages such as Microsoft Excel and Apple’s Numbers provide spreadsheet templates. These can be used for household and business budgets as well as cash flow forecasts. I have also suggested some useful links below where you can get more information.

The most important thing is to have a method that works for you where you can track you’re finances. And remember, cashflow is at least as important as profit, especially if you are a small enterprise!

Useful links:

http://www.businesslink.gov.uk

http://www.hmrc.gov.uk

 


[1] Quoted in the Telegraph, 24 Sep 2009

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!

How to Programme Tasks and Create a Gantt Chart

Project planning is all out working out your plan in time and space. In The Right Questions Framework, the ‘When’ question relates to the ‘How’ of tasks and resources. As well as mapping these against time the ‘when’ also revisits the concept of priorities, first looked at under ‘why’. Putting this all together brings us to the concept of programming. There are various ways to graphically show a time-based plan but the Gantt Chart is probably the best known and most frequently used.

Programming

I was part of the initial project management team working on the construction of ‘The Shard’, the new tower above London Bridge station, which is the tallest building in Western Europe.  It goes without saying that it is massive and complex; too big to contemplate in all its detail.  What’s more, it is unique, there is not another building quite like it anywhere in the world.  Considering this, how could someone possibly decide how long it was going to take to build?  The key, as we looked at it under the ‘How’ question, was to break the whole plan down into manageable pieces. It is hard to estimate how long it will take to build a 330m tower, but you can start by working out how long it will take to construct one pillar or fit one window.

We can do the same for our goals.  We are already mostly there as under ‘How’ we broke down our dreams into goals and our goals into tasks.  It should be easier to assess the time for one task and if we need even greater accuracy we can break the task down into steps and work out the duration for those.

By doing this we are building up a programme (a plan with timings) to achieve our vision.  We have identified goals, worked out the necessary tasks and resources and now given time to each step.  Through this process, the dream starts to become more tangible.  Once again, don’t worry if you can’t work out everything – the important thing is to know the next few steps in enough detail to start to act.

Critical path analysis and keeping things simple

If you work out all of the activities that you need to achieve and the duration of each task then you will have a fully functioning programme; the sort of thing a project manager will create.  When you put all your activities into sequence the quickest route through the plan becomes the ‘critical path’ and gives you the shortest duration to achieve your aim.

Remember: a programme can include as little or as much detail as you need.  The important thing is that the programme helps you to plan and helps you track your progress towards a goal.  My advice is to start simple and if you can’t fit it legibly on one A4 page, or it starts being hard to understand, simplify it.

Gantt Chart Example

Earlier when we looked at tasks and milestones we looked at the example of building a shed. Let’s use the same example to make a simple programme. We can start by estimating the duration for each activity:

  • Work out what type and size of shed you need and where it will go. We will need to go out and do some measuring so let’s assume 1 hour.
  • Select the best shed to suit your purpose. This might require some time researching on the internet so let’s give ourselves 2 hours.
  • Purchase the shed. I am planning to do this online, so once I have decided on the right shed, it should only take me only a few minutes.  It is a good idea to always give ourselves 30 minutes, even for a simple task, so I am going to assign a half-hour here.
  • The shed is delivered. This is a milestone so I will not give it a duration. But, there is likely to be a time lag between purchasing and delivery and I will assume it will be 48 hours between payment and receiving the goods.
  • Prepare the ground. I will need to level the ground and my garden is on a slope so this is likely to take some time. I will initially give myself 4 hours. This could take longer, especially if foundations are required. So I might have to re-calculate this after inspecting the ground and the shed I have chosen.
  • Erect the walls. I am going to allow myself 2 hours for this task. This job will probably require the help of another person. I will have to ask someone to help soon to prevent my project from being delayed.
  • Construct the roof and make it waterproof. Again I will estimate around 2 hours for this.
  • Fit the door and windows. This could be a fiddly job so once again I am going to give myself 2 hours here
  • Furnish the shed ready for use. This will likely require popping to the shops again so I am going to give myself 3 hours for this.
  • Start using the shed. This is a milestone so I won’t give it a duration.

Now we can create a pictorial representation of the programme. This is known as a Gantt Chart (named after Henry Gantt, the man who developed the idea). Putting all the activities into the correct order, I have created a Gantt Chart. You can see the first version in Figure 1:

You will notice that as I start to fit the tasks into normal working hours, some activities roll forward. Now they take place over several days. I can now see that I won’t be able to start using the shed until the 5th day.

Prioritising

“Time is free, but it’s priceless. You can’t own it, but you can use it. You can’t keep it, but you can spend it. Once you’ve lost it you can never get it back.” Harvey MacKay

Time is limited so therefore within the plan we need to prioritise.  There is never enough time to do everything. Therefore, we need to be able to decide which things to forgo.  Our values point us towards our priorities and that helps us make the right decisions, especially when under pressure.

We have to know the tasks that are vital to success but this is not always straightforward to ascertain.  Therefore, we may need to go through a process of elimination until we can perceive the essential elements.

Which things can be done concurrently?  Which tasks could you delay or rearrange? What could you delegate or even dispense with altogether?  By asking these sorts of questions you get down to the bare bones of what are the vital actions.  You may well find that you can refine your programme after asking these questions.

For example, looking at our shed project again I can see that I don’t need to wait for the shed to arrive in order to prepare the ground. I can save myself some time by starting this task while I am waiting for the shed to be delivered as you can see in Figure 2:

You can see that by getting on with the groundwork concurrently I have reduced the total duration of the project by a day. Therefore, I will now be able to start using the shed on day 4.

Cash Flow and Budgeting

After adding the duration to the tasks the next thing to do is to add the resources needed for each activity.  This is the next layer of the programme and can be added to your table or spreadsheet.

In this way, we can establish not just the cost of any task but also the yearly, monthly, weekly or daily cost of a goal or activity.  In other words, we create a cash flow forecast or budget.

After doing all this you should be able to link the dream you have right through to the very next step you need to take.  Hopefully, you will also know exactly how long it will take and how much it will cost.  You can now put that step in your diary and you are on your way!

Project Management Programming Software

The Gantt Charts for this post was created using Merlin Project Management Software. Merlin 2 is the best project management programming software that I have used for the Mac and if you want to find out more or try a demo then click here.

Merlin is very similar to Microsoft Project, the main software I have used on PC. This is something of the industry standard for project management software, although perhaps not the best.

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!

How To Set Goals and Delegate the SMART Way

When we set ourselves a goal, we want to stick to it. Equally, as a leader or manager, you have to effectively delegate tasks in order for your team to perform well and to achieve your aim.

But this is simpler in theory than in practice. Often a leader’s’ experience is that – even when you think you have delegated something effectively – you still encounter problems. People may keep coming back and bugging you with questions, or alternatively the task is not done on time, or the job is not completed to the right standard.

To help avoid these issues we can use the acronym ‘SMART’ when delegating work. SMART stands for:

  • Specific,
  • Measurable,
  • Attainable,
  • Relevant and
  • Time-bound.

This method is accredited to George T. Doran (who first described a version of the acronym in the November 1981 edition of Management Review) and since then the method has evolved to encompass various adaptations of the acronym including having an E (for evaluate) and an extra R (for re-evaluate) to create ‘SMARTER’ goals.

Let’s look at each one in more detail.

What a SMART or SMARTER task actually means

S – Specific

When you give someone a goal it needs to be specific. It needs to be clearly defined and unambiguous. Whether it is a large mission or a smaller task you need to express what success looks like.

Specific is the most useful word here but you could also substitute ‘significant’ or ‘stretching’ in here if you want to make a task more aspirational (such as a ‘BHAG’ – Big Hairy Audacious Goal – promoted by Jim Collins in Good to Great) or use it as a reminder to keep things ‘simple’ or ‘sustainable’.

M – Measurable

Next, the task needs to be measureable. In other words, it needs to be possible to track the progress of completion of the goal. If the task is a big one you might need to break it down into separate activities and set milestones to help monitor progress.

Having specified the goal and broken it down to measure it you have the fundamentals of a plan.

A – Attainable

It is good for goals to stretch us but the ‘A’ here makes us ensure that the task is attainable. We can be bold but the task needs to be achievable. A task can stretch a person or a team (this is healthy) but if you are asking the impossible of someone, it will quickly become de-motivational. As a leader, you set goals to help people grow, not to set them up for failure.

Therefore by asking this question we also consider whether the person in question is properly equipped and supported to achieve the task. If it is our goal then we need to reflect upon our readiness. As a manager, we should be checking that whoever we delegate to has the right training and resources to complete their work.

R – Relevant

The task needs to be relevant to the vision of the team or organisation. Ask yourself, does this piece of work take you a step closer to achieving your overall mission? It is in line with your values? If not you may need to redefine the task.

The work also needs to be relevant to the person you are delegating to. Are they the best person for the job? Is it part of their role and job description? Do they have the relevant skills and experience? Will they be developed by this task?

T – Time Dependent

Having to create a timeline makes you properly assess how long a piece of work should take. Considering time also makes you evaluate your priorities and any dependencies that one task may have upon another.

Deadlines also help to keep people accountable for finishing and stop a piece of work dragging on endlessly. The time element, as with everything else, should be set in agreement with the person you are delegating to so that you all ‘contract in’ to the parameters for the work.

E – Evaluate

Adding in the ‘E’ of ‘Evaluate’ is useful as it brings in the discipline of reviewing how well work has been done. It gives the opportunity for feedback; praise, constructive criticism and learning on behalf of the manager and worker.

For a larger goal you might want to consider these evaluation steps and plan them in along with your overall deadline. Make evaluation time dependent too.

R – Re-evaluate

Decision making and learning happen in a cycle. We recognise this by adding the re-evaluation step here. Re-evaluation is a continuation of the learning from the ‘Evaluate’ phase. Once you have identified lessons at the evaluation phase these should be incorporated in the next stage of the activity. This gives the opportunity to learn and improve as the task progresses.

For example, the first time around the deadline might not have been achieved or the person may have needed more support to achieve the goal. Once the task has been re-set and re-started then the results can be re-evaluated to identify improvement.

How to set SMART goals video – YouTube

Set SMART goals and SMARTER tasks

Setting SMART goals helps us ensure that goals are actually achieved. It helps take the goal from an idea to a plan that we have committed to.

Equally the SMARTER approach provides a useful checklist and process by which both a manager and employee can agree upon the parameters for a task and be accountable for its outcome. Setting SMARTER tasks helps to build in the reviewing and learning from goals that if often forgotten or neglected.

So what is your next goal or task? Apply the SMART or model and make sure it happens!

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!

The Importance of Starting With The Question Why

Start with Why (How Great Leaders Inspire Everyone to Take Action) is the title of Simon Sinek’s book, website and TED talk.

Simon Sinek focusses on the fact that for a team to operate effectively everyone needs to be motivated and to feel that they belong.  This is the reason leaders need to start with the ‘why’, in other words the purpose, values and inspiration behind any business or project.  People are more productive and engaged if they want to do something rather than because they have to do something.

For a customer or client the ‘why’ is also more compelling and alluring as Simon points out in his example about Apple computers.  The ‘what’ would express:

“We make great computers. They are beautiful designed, simple to use and user-friendly. Want to buy one?”

Whereas the ‘why’ communicates:

“Everything we do, we believe in challenging the status quo. We believe in thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use and user-friendly. And we happen to make great computers. Want to buy one?”

The ‘why’ is therefore the reason and the belief. The ‘how’ and the ‘what’ are the results that confirm that you are holding fast to these values.

If you want to find out more I recommend that you check out his TED talk here:

If you like that and want more then you will love his book.  Check it out by clicking on the link here:

 

You may notice that Simon Sinek has a slightly different approach to applying the words ‘why’, ‘how’ and ‘what’ to that in The Right Questions, which is of course totally fine!  Actually you should see that when you get beyond the definitions the key lessons between the Start with Why methodology and The Right Questions are actually broadly the same and I would agree that overall our actions and decisions are based on our values therefore it is incredible important to understand our ‘why’ before we get into the planning and doing stages.

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!

Leadership Made Easy: The Action-Centred Leader

The action-centred leadership model, proposed by John Adair is the first conceptual leadership theory I remember being taught. I still recall the lesson I had on this in school and can picture the three interlocking circles, projected onto a screen, of ‘task, team and individual’ that sum up the model.

You may well already know this tool and if so, here is a refresher. If you have not come across this before then read on, it is a theory I highly recommend and still use as it is one you can easily apply in the workplace.

Adair’s place in leadership theory

The leadership approach is born of the skills and behavioural trends of management theory as it is based on the assumptions that leadership can be taught.

This means that action-centred leadership is closely linked to contingency and behavioural leadership theories that propose that what a leader does is more important than who they are. This contrasts with much earlier theories that supposed you needed to be born to leadership. Adair wrote before the idea of transformational leadership became popular but that does not mean you should ignore his model.

The three core management responsibilities

The tool has served me well through my whole career and I love it because it is simple – and therefore easy to remember and apply – without being overly simplistic.

“Everything should be made as simple as possible, but no simpler.”

Albert Einstein

The most important lesson it has helped me with is balancing the needs of the following three core management responsibilities:

  1. The Task – the defined goal or mission
  2. The Team – managing the defined group selected to achieve the task
  3. The Individual – making sure that each person who makes up the team and every role is considered and supported

The three circles

These three elements are best known in their Venn diagram form where they become interlocking circles.

This model demonstrates the need for a leader has to have an intimate understanding of each element in order to achieve success. Success is more than just the task. Achieving a project is much more of a journey of ups and downs as compared to what a simple plan might suggest.

There will be times, to ensure the final success of the task, you might need to prioritise support to one individual if they are struggling. At another time, if working to a tight deadline, the task will take precedent and the team may suffer a bit to get the project over the line. Knowing this helps the leader manage the balance over time.

The PICSIE management and decision-making process

To complement these core responsibilities Adair also set out the core functions of a leader which can be remembered by the acronym ‘PICSIE’. These stand for:

  • Plan – to define the goal, make a plan and assign resources
  • Initiate – to communicate and start the task
  • Control – to manage the team and measure progress
  • Support – to support individuals and the team, through maintain morale,
  • Inform – maintaining good communications internally and externally, providing insight
  • Evaluate – assessing progress and success against the defined aims of the task

The astute among you will also see that this set of core functions also serves as a decision-making process. The process is effectively a loop where evaluation naturally leads back to another round of planning and so on.

The Action-Centred Leadership Model

Keep it simple stupid

In the military people often used the acronym KISS: Keep It Simple Stupid. In other words, don’t overcomplicate things.

John Adair really did create a useful but simple model. I put it to good use even at school and went from the quietest person in my year to the dizzy heights of college prefect.

Having this tool really helped me to start to grow as a leader, so, remember: “Who Adairs Wins!” No? Ok, but hopefully you will remember the key elements of taskteam and individual and use this tool!

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!

The 10 Best Leadership and Management Books: In Haiku

There are lots of list of the best leadership and management books such as those on Google, Soundview and Amazon. I have compared these against the recommendations of Time magazine, and the New York Times bestsellers lists to come up with an integrated list that I can personally vouch for, having read all of the titles.

All these books are great resources of wisdom and practical advice for leaders and managers, and I would recommend you read them all. But, with busy lives and so many books to read, where should you start?

Hopefully these pity summaries can help. I have composed these Haiku poems, each as a short synopsis of each book. Any volume would be hard to sum up in 1700 words, let alone 17 syllables, but hopefully there is enough to reveal a key lesson or inspire you to try the book.

I have included Amazon links to each publication. These are affiliate links so don’t feel you need to use them.


1. Start with Why by Simon Sinek

Always Start With Why.

The question unlocks purpose,

To ensure success.


2. Dare to Lead by Brene Brown

Fear is not weakness.

Be courageous, bold and lead,

While vulnerable.


3. The Seven Habits of Highly Effective People by Stephen R. Covey

First, lead yourself well

And be principle centred.

Then influence all.


4. The 4-Hour Workweek by Tim Ferriss

Design your business,

Create a passive income,

Work from anywhere.


5. Thinking Fast and Slow by Daniel Kahneman

Whether fast or slow,

Understand your biases

For good decisions


6. Outliers – The Story of Success by Malcolm Gladwell

To become master

Ten thousand hours of practice

Is a minimum.


7. Good to Great by Jim Collins

Connect your passion

With your world class expertise

For sustained profit.


8. The 21 Irrefutable Laws of Leadership by John C Maxwell

All laws here agree:

Leadership is influence.

Use your power well.


9. The Art of War by Sun Tzu

Know your enemy

And by knowing thyself too,

One fears no defeat.


10. The Lean Startup by Eric Ries

Build your prototype,

See what customers want most,

Learn and pivot fast.

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!