“In the Weeds” is a saying commonly used to describe being immersed or entangled in details. For many business owners, managing the day-to-day details (the weeds) of the business is a constant task. Thus being stuck in the weeds leaves a business owner with little, if any, time and energy to think strategically.
In managing time and energy, it’s important to distinguish between tactical and strategic matters. Tactics cover the day-to-day details necessary to keep a business running smoothly, such as maintaining customer relationships or making sure deadlines are met. Strategy is long-term. It is the planning that incorporates broader goals for continued and future success.
Are you driven by tactics or strategy? Knowing which one drives you is vital if you are going to successfully allot time for strategic thinking.
Some business owners are driven by tactics, so dealing with day-to-day details is rewarding to them. If you like spending time in the weeds, then you will probably need a push from someone outside your company to get you to do strategic thinking.
For other owners, the weeds are the last place they want to be. Unfortunately, many of these owners get pulled into the weeds regularly because they are the owner. Having the right people doing the right things is a must for these individuals if they are going to get out of the weeds and think strategically.
Regardless of which camp you are in, strategy is important. Formulating your strategy can be as simple as having a vision and a direction for the future. Where do you want to go? What benchmarks would you like to achieve? Once you’ve identified these goals, then you’ll need a map for how to achieve them.
The map tends to surface as “action steps” or initiatives that move the company toward the vision. Monitoring of the action steps with the existing daily tactical activities is a good way to assess whether or not the company is moving in the direction you want to go. If there isn’t much movement, then it may be time to revise the action steps.
A key to making a strategic initiative successful is making sure everyone in the business, from the old timers to the latest hire, understands the initiative and steps for getting there. Encourage your workforce by illustrating to them how their role fits within the overall strategic blueprint.
Communication of the plan to your key personnel is especially important. Not only should they be taking time — whether it’s daily, weekly or monthly — to think strategically, they should also be a messenger to the entire workforce about the plan and how employees can help.
Strategic goals can be addictive, meaning once you begin the process of setting goals you want to tackle everything at once. Keep in mind, strategic movement is a continuous process. Thus, two or three goals a year are usually all most businesses and employees can accomplish. Prioritizing and focusing on the most critical initiatives increases the chance of effectively addressing them — and thereby creating opportunity to move on to other issues.
Making time for strategic planning isn’t easy; if it were, everyone would do it regularly. The weeds are going to get in the way, but keep in mind the benefits of regular strategic planning tend to be exponentially more valuable to the vitality of your enterprise than any short-term hiccup in day-to-day operations.
The age old adage is true: owners that work on their business see more success than those who choose to work in their business.
If you would like to talk about assessing your enterprise from a strategic standpoint, or have questions or comments, contact Jason Thompson at (317) 608-6694 or [email protected].