May 22, 2018
Failing to Plan is a Plan to Fail
Part II in our series on common challenges that we see across
our customer and prospect base is focused on planning.
Specifically developing the plan, adapting the plan, and
execution. One of the biggest challenges organizations
we work with have relative to planning, is clarity around
expectations, which leads to issues with focus & expectations
Setting expectations, establishing a plan, working the plan, and
adapting the plan all play a critical role in this process.
We hope you enjoy the discussion and look forward to your
- What are some of the challenges organizations face when it
comes to planning?
- Why is adapting the plan the third step?
- Why is it important as a park ranger to know how to take a
punch in the head?
- How does this apply to us in Sales?
- Defining expectations, creating a plan, adapting the
- One of the biggest challenges organizations face relative to
planning, is clarity around expectations. This usually leads
to issues with focus.
Carson reinforced this point on a previous podcast, when talking about
issues with hiring that first Sales VP.
- When it comes to planning - begin with the end in mind.
- Know that perspective may be different depending on role.
i.e. VP of Marketing vs VP of Sales vs VP of Operations.
- Design thinking - once we understand the objective, we design
- Create a plan that helps you get to that objective.
- It is important to identify the gates that you will need to get
through in order to meet the objective. (Think of a road trip)
- "Everyone has a plan until they get punched in the mouth" -
- Know that you will need to adjust the plan once you start
gathering additional information. Maybe the use cases you have
identified are not accurate.
- Your plan is philosophical, it will never be
- Apply your
OODA loop - Observe, Orient, Decide, Act, and repeat the loop.
- Communicate the plan, adjust, iterate, optimize.
- Something is going to happen, that you do not expect
- One question we should ask ourselves - What are the things you
are doing on your end to adjust your loop, so that the competition
cannot get inside your loop?
- The fundamentals.
- How do you ask the right questions to get to the root
- How do you position your solution in the context of the
- You don't know until you know
- As you go through this, you identify patterns, and identify
different ways to address the issue.
- Training helps you prepare and know how you will react to the
situation. (Pepper spray discussion/example)
- Experience should provide clarity.
- Everyone wants to move fast.
- The process we follow
- Set a goal - Buy-in on the objective is
important (identify and establish your goals)
- Establish measurable items that work toward
- Set a plan to help you execute on the
measurables - consider how you might address the objective
(i.e. growth within the base, identifying partners, etc.)
- Evaluate the data to determine success.
- A weak plan with a solid foundation is better than a solid plan
with a weak foundation.
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In every business, in every opportunity, there is
someone who can help you navigate the internal challenges and close
the deal. There is a Catalyst. We integrate process
(Catalyst Sale Process), technology and people, with the purpose of
accelerating revenue. Our thoughtful approach minimizes false
starts that are common in emerging markets and high-growth
environments. We continue to evolve our practice based on customer
needs and emerging technology. We care about a thinking process
that enables results versus a process that tells people what to do.
a Thinking Process.