What is our level of confidence our plan will succeed?- What one thing would have to happen to give us more confidence?
- Does our plan ensure we become stronger in alignment, collaboration and trust as we execute?
- What aspects of our plan are leveraged against factors outside of our control? (And do we have contingency plans in those areas?)
- Can the success of our plan be measured by one metric?
- Does our proposal assume that all stakeholders will prioritize our plan? If so, what’s our plan to ensure they do?
- Have we incorporated actions to support stakeholders who may be resistant to change?
- Is our plan aligned with the plans of peers in other functions? (If not, our planning isn’t done yet.)
- Does our plan include a process for full, free, two-way information flow?
- Have we agreed upon the data we’ll use to make decisions?
- Do our methods for problem solving include the identification of the right problems?
- Will the employee experience become enriched while they execute the plan?
- What’s our plan to ensure each employee has an even stronger relationship with their family by the time we finish our plan?
- How will we be thinking, feeling and acting when we’re succeeding?
- What do we agree we will do when we feel as though another team member isn’t being accountable to the plan?
- What does it look like for us to be agile when executing our plan?
- Have we incorporated into our plan methods for evaluating and determining priority actions?
- Rather than selling the plan, do we know how we will ensure ownership at all levels of the organization?
- Do we have the culture to drive speed in truth-telling in a way that builds stronger bonds between us?
- Are we certain we know what the customer says about our plan?
- Are we excited about this plan?
The execution of plans is a social process. Do our 2021 plans connect people to purpose, one another and what matters most? (If they do, our competitors who are stuck in top-down leadership approaches cannot copy our plans.)
