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A Business Plan is the essential document we are all meant to have - right? So why do so many of us not have one?

The principle behind having a business plan is to think strategically about how to grow our business, create new direction and organise our thoughts:

What am I going to do?
Why?
When does it all have to happen?
What resources will I need?
What could get in the way of success?
How can I minimise the chances of that happening?

The principal challenge with traditional business plans lies not in the subject matter or the content, but in their format.

The majority of business plans are static documents, comprised of lists and columns with actions and dates. There is a proportion of the population that like to manage their work in this way - and they thrive on using the traditional business plan format. But the reality is that most entrepreneurs are entrepreneurial (funny that!) - and most entrepreneurs hate using lists! Lists don’t really reflect our way of thinking, creating or managing information.

We need a process that reflects the flexible and dynamic way we approach business. It is this ability that sets us apart from our larger, slower competitors.

The Project Management Approach

The project management based approach to business planning represents information in a much more flexible way, using mind maps or dynamic lists. Essentially your thinking is represented in small and large chunks, and grouped by area or ‘project’.

Let me demonstrate with a genuine example. My whiteboard contains all of my current and planned activities split into 3 areas - this week, medium term and long term.

My overall aims and goals for the business are listed on the right side. These don’t change much - but they are always there in front of me to keep me focused on what is important. The middle of the board contains my longer term projects (3 months or more ), such as developing alliances and approaching magazines to write for articles. The left side contains the major activities to complete this week.

Every Monday I think about what activity needs to happen to progress my medium and long term goals. These go in the weekly side of the board. I also include any other things that need to happen during the week, refreshing each list as I need to. During the week - if new things come up - they go straight up into the appropriate area.

You can use mind maps in a similar way. Put your long term goals in the centre, your medium term goals along each arm, and the detailed activity as the final level. Then cross things off or add new ‘arms’ as things arise. You can group your activities by topic, immediacy or any other way that suits you.

The key difference with this method of managing your work is that

a) It’s always in front of you, not locked up in a drawer,
b) it’s easy to add and subtract from the plan as you go, and
c) it’s actually practical and fun to work with

You still need to think strategically, and be organised about your work. But you don’t need to feel guilty about not having a “traditional business plan!

If you’re not a ‘list’ person, give this method a try. I think you’ll get a lot more out of it.

Megan Tough is director of complete potential, a leadership and HR consultancy based in Sydney, Australia.

At complete potential we understand people - what engages them, what encourages them to perform, and what drives them away. With over 20 years experience working on HR issues in business, our job is to help you make the most of your investment in people. To learn more visit http://www.completepotential.com

Tags: Business Plan, competitors, strategic, success, traditional business planBusiness Plan, competitors, strategic, success, traditional business plan

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The South Australian Public Sector (SAPS), through the Office of Public Employment (OPE), have identified a range of middle management and executive leadership competencies that are considered essential to the effective operation of government departments and services. For those of us who are mere mortals, these competencies provide some useful directions for our own personal and professional development.

The definition of competencies adopted by SAPS originates from the Australian National Training Authority (ANTA), which states, “a competency is the specific knowledge, skills, abilities and behaviour applied within an occupation or industry to the standard required in employment”.

SAPS Middle Manager Competencies

OPE have identified 9 “Core Competencies” for all public sector middle managers, these being:

• Maintain and enhance confidence in public service
• Apply government systems
• Manage compliance with legislation in the public sector
• Manage policy implementation
• Manage resources
• Manage quality client service
• Influence workforce effectiveness
• Establish and maintain strategic networks
• Manage personal work priorities and professional development

This foundation is ideally supplemented by other generic middle manager competencies, which are identified as:

• Formulate business strategies
• Undertake research and analysis
• Recruit, select and induct staff
• Facilitate people management
• Manage budgets and financial plans
• Procure goods and services
• Develop a business case
• Manage risk
• Manage innovation and continuous improvement
• Provide strategic direction

It is interesting to see that the competencies address a range of administrative, planning and leadership elements within the role of middle manager. Not every middle manager will utilise each of these generic competencies in any given role. However, if you have an eye to becoming more “job ready” as a manager, it would be wise to look for opportunities to build and consolidate these competencies. The competencies could provide a basis of discussion and/or negotiation with your manager, with a view to your development as a professional. If your employer has an established performance management system in place, this is an ideal forum in which to explore opportunities for learning and growth.

SAPS Executive Leadership Competencies

There is an obvious increased emphasis on leadership, self-knowledge and self-development at the executive level in the SAPS. The SAPS has identified 6 Executive Leadership Competencies, described as:

• Creates Vision and Gives Direction
• Develops People
• Manages Resources and Risk
• Promotes and Achieves Quality Outcomes
• Understands Relationships
• Manages and Develops Self

The Executive Leadership Competencies are firmly premised on having a sound strategic overview of the environment and utilising available resources (including human resources) to achieve the goals of the organisation.

So What?

The competencies identified by SAPS are but one way of describing the requirements of effective leaders and managers. However, they are a very useful indication of the kind of personal and professional capacities that you will need if you are to pursue a career in middle management or high-level leadership. For more information on SAPS Middle Manager Competencies visit the relevant pages at the OPE website (www.ope.sa.gov.au). More information about the SAPS Executive Leadership Competencies can also be found at the OPE website (www.ope.sa.gov.au).

Other Resources

Are you interested in more information on First Line Management Competencies? The OPE website (www.ope.sa.gov.au) also provides information relating to First Line Management Competencies.

Lewis Stratton has extensive experience in middle and senior management roles and has published over 300 articles relating to Human Resources, Management and Recruitment & Selection. More information available at http://www.progressenterprise.com/jobready.htm or http://www.progressenterprise.com/

Tags: competencies, executive, government, leadership, management, strategiccompetencies, executive, government, leadership, management, strategic

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