The Value of a Premortem: Anticipate Roadblocks to Keep them from Happening
Last time we talked about the value of setting a vision of what your company needs to look like when you exit it and when you want that to occur. Working backward yields quarterly goals for the next 12-18 months.
Once that is in place, I like to lead companies on an exercise commonly known as a premortem. We address this question: If we get together one year from today and everything has gone wrong, what are the most likely reasons that occurred?
This exercise generates lively and insightful discussions. Often, points arise that we had already covered in setting quarterly goals. However, that is not always the case. I led two companies in planning last fall that, across the board, executives brought up a critical issue that we had not yet discussed.
That usually revolves around operationalizing customer roll-outs and account management. Everyone knows that marketing and sales are primary priorities. Everyone also knows the core product or service offering they sell must be continually enhanced. These typically get immediate attention. However, most companies land large accounts starting with a location, a division, or another foot-in-the-door engagement. Successful companies get highly skilled at expanding these engagements into much larger relationships.
So, try this exercise today. Think about where you want to be in a year and ask yourself: If I do not succeed, what most likely caused me to come up short?
Next, we will discuss the importance of identifying your foundational core and ways to do that.
Thought for Today
I often challenge myself to truly notice the people around me and leave them in a more positive place than I found them. However, many times I catch myself judging them based on how they convenience or inconvenience me. In other words, I view them from my lens. Breaking this habit is my #1 area of focus for the next two months.
I recently heard a quote that reminded me to value each person for who they are: “We know we could be heading for trouble if we find that our version of God dislikes all the same people that we do.”
We utilize the A2B Playbook, our planning and infrastructure growth tool, to aid companies in the following areas:
Strategic planning engagements help growing companies grow faster
Help organizations that recently raised money sharpen plans, set quarterly priorities, and enhance Board reporting
Assist organizations in preparing for a transaction, focusing on messaging, communications, and due diligence
Help companies that have hit a rough patch break through and reignite growth
We recently successfully completed four planning engagements and have room to add multiple new clients for the first time in over eighteen months. My primary source of leads has been this network of friends and colleagues. Let me know of organizations that can use our help.