If a review of the plans suggests there may be some weaknesses, then it may be appropriate to spend some further time revising them. Even then, despite the best efforts of your team, the plans may not succeed. The group may have made assumptions that proved to be untrue. Or they tried to plan too far ahead. Or unforeseen events occurred either within or outside the organization, beyond the team’s control.
Plans may also depend on others’ efforts, and these individuals may not be motivated to help. Sometimes, the plan depends on some help from senior management but top management is unable to make the promised commitment of people or other resources. Whatever the reason, some of the plans made during the planning or goal-setting meeting just don’t work. Then, you need to modify the plans.
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You don’t want to let your team get in the habit of walking away from a goal or plan if it isn’t working. Generally during the goal setting, you spent some time identifying the factors critical to the action plan and estimating how they could go awry. Actions are taken then to prevent these problems from happening. But when problems still occur, the group should be able to come together to develop a contingency plan (a Plan B) that will enable the group to still achieve the objective. The team rethinks how it is to achieve the planned outcome. New avenues are identified, and a new schedule is determined to achieve the goal.
Sometimes, a review of the situation suggests that the goal at this point can’t be reached. Modification of the plan or even the goal isn’t sufficient. Or a new plan may negatively affect an existing plan, drawing vital resources from it, and the new goals and objectives have to be adjusted. Or one department’s objective overlaps or conflicts with another’s. Then you and your team need to make tough decisions about available resources and areas of responsibility.
Throughout this process, you need to be the department cheer-leader, maintaining group enthusiasm by pointing to accomplishments.