Action Plans Accelerate Results

Collaboration is way more effective with a simple execution plan.  

Any time you have a team collaborating to achieve an outcome, an action plan is critical. It guides alignment on a unified approach and accelerates meaningful results. Depending on the size of the initiative, it can be a simple list or it can be a full blown project management system. One method does not “fit all”.  The best approach is the simplest tool for the scope of the work. 

Regardless of the tool, key components to include in the plan:

• Objective (why is this needed, how important is it)
• Goals and success metrics (what does winning look like)
• Defined scope to drive focus (what's in, what's out)
• Pilot (how can we achieve a quick win and accelerate learning)
• Key milestones with one clear owner (what are the big overarching critical pieces)
• Action items with clearly defined outcomes, due dates, and one owner (who does what by when)

Action Plan Best Practices:

• Design a team that has diverse perspectives, strong contributors, and is a manageable size (3-7 is optimal to enable speed and collaboration)
• Review the draft with your key stakeholders. Invite feedback and incorporate their ideas in to the plan.
• Load the document in a shared location that is easily accessible by all team members
• Establish standard status reporting processes and channels, including meeting cadences to drive progress and visibility across all impacted groups (working team, SteerCo, leadership updates, etc.)
• If an item is off track (red or yellow status), include the plan is to get it back to green
• Highlight progress of significant achievements and people that are making the difference 

Kotter's 8-Step Change Model

 I'm finishing a course on Organizational Behavior this week and I've loved it. My favorite takeaway is the change model created by John Kotter, a professor at Harvard Business School and world-renowned change expert. It's simple, yet powerful.

1. Establish a sense of urgency by creating a compelling reason for why change is needed.
2. Form a coalition with enough power to lead the change.
3. Create a new vision to direct the change and strategies for achieving the vision.
4. Communicate the vision throughout the organization.
5. Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving.
6. Plan for, create, and reward short-term "wins" that move the organization toward the new vision.
7. Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.
8. Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.