So now you've got your plan all developed, you're feeling pretty good about yourself and you're thinking hmmmmm…. this guy's nuts (different blog altogether) in thinking that "75% of execution is in the planning". How can that be? I've got this nice shiny document that tells everybody what we're all working towards - let's go!

Ahhhh, if it were only that simple. You've got a good plan (hopefully) but now you're wondering why you can't seem to get any traction or produce the results you're looking for and you're not sure why.

Creating that document is simply the first step in the total planning process.

Who owns the effective execution of a plan? Quite simply, it's whoever is responsible for achieving the outcomes and that's always the person at the top. The key to getting results is in linking the plan throughout your organization so that everyone is connected to the plan in the right way.

So how do we get linkage?

1/ assuming that you've developed your plan with the right amount of input from key individuals/ areas of your organization you will already have some "players" in the know. That's a good start but it's not enough. Everyone in your organization needs to be in the know. The entire organization needs to understand where it's going and why. This communication can be ably supported by those involved in the plan's development. Develop the message and turn your leaders loose to help communicate the path forward but also use these sessions as opportunities for feedback. Employees may have questions, lack some understanding or clarity around what is to be accomplished or simply have some ideas on how things could be improved. Don't ignore them - engage them. Everyone benefits.

2/ leaders throughout the organization need to have their expectations for performance based on the plan. Many of these leaders will have been involved (or should have been involved) in the development of the plan and will have helped to identify gaps and create action items to help close those gaps. That will help in their "owning" of the plan and that is key. Their performance goals need to be tied to the plan. Metrics need to be in place to measure performance. Regular performance feedback sessions need to be established so progress (or lack thereof) can be discussed and plans altered accordingly. Ownership and accountability are essential.

3/ leaders need to perform the same exercise (above) with their teams with an emphasis on effective coaching/ mentoring.

This PDCA cycle needs to be constantly in motion and intersecting at all levels of an organization in order to support the effective execution of a plan. This PDCA cycle runs in parallel to any PDCA cycles in use to solve specific issues/opportunities. Performance evaluations need to reflect the expectations in place and each person's performance needs to be measured against those expectations. Be honest in your feedback!

This fragile thread that runs through all organizations gains strength the more we do the things above and the more we do them well. This is total planning.