Adam Fishman and I elaborate on how we look at the inevitable yearly planning exercises from an operative and leadership perspective.
How to do a rolling planning instead of doing the depressing exercise of wasting everyone’s time for a month at the end of each year:
- Managing risks and the human component in planning
- The typical mistakes you should avoid
- What to do if you don’t agree with a company's direction
Timestamps:
04:20 Leah’s take: The operator’s perspective of yearly planning, fuzzy road mapping
07:30 Adam’s take: Conceptual thinking about planning, especially in the absence of a concrete strategy
13:20 Yearly planning and failures that are likely to happen
19:25 Resource planning and not taking care of “people”
23:15 Critical mistakes in planning
28:30 Spend some time to understand “what are your direct manager’s goals”, and overcommunicate as a manger
33:15 Calendar structure of annual planning when you own parts or the entire process
39:10 What do you do if you don’t agree with the company’s strategy?
42:50 30-60-90 day plan on how to get away from a company
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