There is value of planning for deliverables in the next six weeks – it’s long enough to get a substantial result yet short enough you can’t procrastinate. Many organizations operate in quarters. Six weeks can be either the first half of a quarter, or the finishing half. Focusing hard for six weeks still leaves you multiple opportunities every calendar year to pivot and adjust your vector.
There is another reason I advocate a six-week planning cycle as part of a larger view of ultimate success: It fits the dynamic nature of the uncertainty which underlies all great opportunities.
I find it interesting that fast-growing businesses think about a year’s progress in a quarter. This creates urgency and push, while allowing for adjustments as the environment changes.
Simple steps:
- Decide what outcomes you want at the end of the six-weeks. It helps me to imagine what I want to be able to say to my boss. Sometimes I even pre-write the report! That effort of writing about the result sparks my thinking of what it takes to get there.
- Identify information you need, people you need to meet, decisions that need to be made, and what needs to be created and communicated.
- Get appointments on the calendar. It can be quite difficult to get a meeting set up with busy people in the next 2 days but is usually easy 2-4 weeks out.
- Block working time on your calendar. Label these with the specific task and outcome. Make them private if you’re concerned about confusing someone or raising needless suspicions. Be sure to block time for communicating results to stakeholders.
- Work your plan. Communicate and celebrate!
- Return to step 1.
Give the six-week planning cycle a try. You’ll deliver more and find the process energizing.
