It’s November, a time when the end of the year is suddenly much closer than you thought.
During the next two months people will be doing their best to tidy up all the loose ends, both business and personal, before the year ends.
Whether you do it yourself or have and executive team and thousands of employees, you can’t afford to focus only on wrapping up 2009; you need to plan for 2010.
The approach we use was drummed into my head since 1979 by Al Negrin, RampUp’s angel and chairman.
It’s called PBO (plans, budgets and objectives), but is very different from the …read more

Yesterday we talked about the difference between SOP (seat of the pants) and PBO (plan, budget and objectives), so I assume that you’re the manager who wants to provide a plan that will win your people’s buy-in
What PBO offers

buy-in from every manager in the company,
a statement of objectives incorporating the commitments of them all, a budget which reflects the agreed spending level for every person with any kind of budget responsibility—and the further down you push budgetary responsibility the faster your people grow—and
the ability to execute the operating plan intelligently and without further direction.

Although I’ve used a full executive team …read more

This is the wrapping season, with everybody doing their best to tidy up all the loose ends, both business and personal, before the year ends. For bosses it’s more complicated. Whether you do it yourself or have thousands of employees, you need to master the fine art of wrapping up this year while readying for the next one.
You better have a plan
Size be damned you need to know

what you want to do, and
how you’re going to do it.

This brings you to the crux of the matter—how do you plan for a sustainable business?
Choose your approach

SOP (seat of the pants): Used …read more