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Let’s fix that.

In this article, I’m getting straight to the meat of the matter. Too often I’ve observed both small and large business leaders say they use some type of quarterly or yearly business plan, when in fact they don’t. Usually, I’ve observed that it stays tucked in their bottom desk drawer or in the farthest corner of a bookshelf (or digital bookshelf) until the financial year comes to an end. In many cases, these quarterly business plans are items that they help create, but in the chaos of an average business day often get forgotten. I want us to fix that by turning it from a generic quarterly business plan to an executable, always in your left‑hand (or right) game plan. Shall we?

What’s the point of a quarterly business plan?

A thought becomes a plan when you write it down — when you can see it, critique it, put it into action, and revise it based on experience.

There are some leaders and their bosses who are okay implementing ideas without taking the time to record and actively track their success. But let me tell you something from the outset — you’re not reaching your full potential, and neither is your team.

More success is attainable when you make decisions deliberately and purposefully based on a game plan. It’s one of the best tools leaders who are true coaches must hold themselves and their team accountable on. We all know accountability in the workplace matters; it separates mediocrity from clear strategic actions.

With that in mind, do you know what’s worse than a dusty game plan? Not having one at all. I’ve met a boss or two that when asked to see their quarterly business plan, tap their finger to their temple, and say, “I got it right here.” No, my friend, you do not. What you have is a thought, not a plan. You’re at best winging ideas that haven’t been fully realized in the most logical, efficient, or effective way. You can and should do better, at least for your own success’ sake.

Write Down Your Game Plan

A true game plan needs consistent reviewing, adjustments and updates. Keep it open on your desk, computer, or portable device. Mandate your team do it as well. Inspect their game plans too: Make sure they’re using theirs by using yours.

I hate writing, even this article is a labor of love. I personally feel like it’s comparable to a broken toe or a root canal. Shocking, I know because it’s part of what I do for a living. However, while many would say I’m a bit of a chatterbox about leadership (dude, I’m just passionate!), I know I’m nothing without recording those ideas, reviewing them, then passing them to others for their input. In short, writing down my ideas enables me to be intentional about what I say and what I do.

Without a game plan, all leaders end up doing is reacting.

Think back on all the excuses you may have given yourself about why you can’t formally record your ideas and review them.

• I’ve got a busy schedule; no time to even think much less write.
• I’ve been doing this business for decades; I know it like the back of my hand!
• My life is too dynamic, who the heck has time to plan so far in advance?

Any of this sound familiar? Now think of other scenarios in life where schedules and keeping records are mandatory to track progress. Let’s use something we take for granted — a child’s school records. Imagine a school where the syllabus is winged, and their grades…wait, what grades? Who needs to track someone’s progress for accountability and to identify areas of improvement? Are you picking up what I’m putting down? Managing adults, managing yourself even, requires some formal plan to track execution and progress, period.

But how exactly do I go about updating my quarterly business plan?

I’m all about working smart, not hard. I promise, creating a quarterly game plan can be done without plugging away tedious hours on a screen, whiteboard, or piece of paper.

Your game plan must answer the question “How?” Therefore, a true game plan notes the activities and plays you will need to execute to reach your objectives.

Each person’s game plan will look different based on job description and industry. In my book, The Leadership Playbook, I use the example of a plant manager. Here’s an excerpt:

• What: Conduct one-on-one meetings with team supervisors.
• When: Once per week (set it on the calendar at the beginning of each month.)
• How: During my weekly meetings, discuss performance of the teams. Discuss any leadership or personnel issues. Spend 10 minutes on personal growth.

Now this plan could be greater in detail, like, “Which areas require further improvement?” or “How are action plans being implemented to improve these areas progressing?” However, you don’t need a 10-page binder. Be succinct, goal-oriented, and logical with writing and updating these plans. Think of a document you can quickly review and update weekly if not daily. As I say in my book: “If printed, it should be covered with coffee stains and ink from constant morning review.”

Final thoughts on turning quarterly business plans into useful daily game plans:

• The only thing worse than a dusty or unused game plan is no game plan. Remember, if it is not written down, it’s just a thought, not a plan.
• Yes, game plans take time, but they are necessary tools that guide you and your team while holding everyone accountable.
• Your plan should be like your best right-hand man or woman. A space where you can collect your thoughts, bounce ideas, and get feedback from how each idea fares — by tracking progress.

A great quarterly business plan is a game plan that helps keep you and your team on track and call you out when you stumble. If you use it properly, it can even have forgotten solutions to similar challenges recorded just a few pages away. What’s more, it lightens the load on your brain; you can jot it down and know you can always pull it up when needed. I mean, don’t we already have enough to worry about daily?

MANA welcomes your comments on this article. Write to us at [email protected].