Being in charge of a team means taking responsibility for its future. If a captain doesn’t map out [1] a proper route, sure, the boat might reach a safe harbor, but there is a chance that it will founder on a reef. This is where planning comes into play. Planning, in business, is a necessary step to reduce hit-or-miss goals and random actions. You wouldn’t want to gamble on your team’s future when so much is at stake -- would you?
It is advisable that managers plan as if piecing together a puzzle. This entails coordinating each member’s individual plan to configure the team’s next step. Moreover, planning only in one’s head is not desirable; you have to share the map with your crew.
In fact, I didn’t discover the nuts and bolts [2] of planning before observing, in proximity, someone who’s really good at it. Words may not be enough to express what I’ve learned and felt, but here is my best swing at it.
Know your people
There’s a lot to unpack in this statement. First, ideally, you would want to know what each employee is good at and let their strengths and weaknesses shape their role. If someone is talented in organizing but not a strong writer, make the former their primary focus. When hiring people, you can select a candidate who complements the characteristics of existing employees.
You should also know how people are spending their time. It is impossible to execute goals on a group level if individuals are orienting their energy towards irrelevant tasks.
Know the limits
How much resource can be allocated to your team? This is a crucial question especially if your company is already stretched, resource-wise [3]. Setting ambitious targets for the team is admirable, but unfeasible goals are not so useful. Big projects require big budgets, so see if the company can afford it before launching one.
Speaking of which, while ambition is desirable, over-ambition can backfire. Draw viable timelines and set reasonable expectations on the number of projects your team can handle simultaneously.
Constantly make adjustments
There will always be a few bumps in the road. Should things go awry, panicking or latching on to the initial plan may only make the situation worse. Being flexible is not the easiest for everyone; that said, when push comes to shove, it’s helpful to give up your initial beliefs and pivot. Likewise, try to be comfortable with making adjustments to the workload and scope of your team members.
A manager is to a team what a conductor is to an orchestra -- their plans act as a conducting baton that propels the group forward. A short essay is not all you need to be an effective planner, but as with anything, small tips can work wonders.