Consultancy Skills: Why a "plan for a plan" is a wise idea.

Have you ever experienced a major project getting off to a sluggish start? Initially, everyone is enthusiastic, but confusion soon arises over who is responsible for what, unclear deadlines, and stress from unspoken expectations. The cause: insufficient process agreements have been established. In this blog, you will learn an intelligent approach that helps you establish structure; as well as improve your advisory skills.

Take a Step Back

Before rushing into a new strategy or project, it is worthwhile to take a step back. Try to keep all those ideas about the strategic direction on hold for a moment! Establishing process agreements may seem like an additional step, but it will save you time and frustration later. Clear agreements on who does what, what information is needed, and how you communicate form the basis of a smooth process. This phase does not need to take long and is enjoyable to carry out. It also aids in enhancing your advisory skills by teaching you how to create clarity and structure. Great, isn't it?

What is a "plan for a plan"?

A "Plan for a Plan" is nothing more than collectively aligning the steps necessary to come to a definitive plan. The content does not yet come into play here, but you do lay the groundwork for an efficient process. For example, in a programme plan for a significant change or a new strategy. These are ‘process agreements’. What exactly do we want to achieve or resolve? Who does what and when? How much depth are we seeking? How will we gather the information? etc. – so no content. A short preparatory phase in which you bring structure and clarity to the journey. The aim is to establish a well-organised foundation so the final plan can be implemented efficiently and without surprises.

The Right Questions When Drawing Up a "plan for a plan"

Ensure that you first consider who you want to involve in this phase. Once you have done that, you can work with that group using the following questions. Keep it relaxed and pleasant.

1. What will the plan we are going to create look like?
   What do we want to achieve? Consider goals, the depth, and the form of the final plan. It is important here that you determine this together with the people who are genuinely involved. Ensure that this vision is clear to all parties involved.

2. Who does what?
   Clearly distribute tasks and responsibilities. This prevents confusion and ensures that everyone knows their role in the preparation process. Implementation already begins when creating the plan!

3. What is the timeline?
   Set realistic deadlines. It is essential to determine timelines for the different steps in the process. When must the preparatory actions be completed, and when can we start? Are there any external deadlines? And how will we meet them?

4. What information do we need to continue?
   Determine what needs to be gathered before you proceed. Data, insights, or analyses. By determining this in advance, everyone knows what input is necessary to continue planning. If you know you will need something later in the process, you can request it now.

5. What are the possible obstacles?
   Anticipate challenges and minimise them. What might delay or complicate the process? Are there risks we should already map out? By anticipating potential hurdles beforehand, you can address them directly.

6. How do we keep communication clear?
   Keep everyone well-informed about the progress. What agreements do we make about updates and progress meetings? This way, we prevent misunderstandings and ensure that all parties involved remain informed of the latest developments.

Why This Approach Works

These six questions not only help structure the process but also provide valuable practice in enhancing your advisory skills. After all, you learn how to optimise collaboration and prevent misunderstandings.

A plan for a plan prevents chaos, accelerates processes, and ensures a clear structure. You can flexibly deal with obstacles because you have asked the right questions beforehand. It is not only a practical tool that teaches you how to create clarity and foster effective collaboration.

A Solid Foundation for Better Advisory Skills

A well-conceived 'Plan for a Plan' lays the foundation for a structured and seamless process. By clarifying objectives, steps, and expectations in advance, you work with more calm, efficiency, and focus. This not only ensures the successful execution of your strategy or vision but also contributes to your personal development as an advisor. By going through this process, you learn to analyse more sharply, communicate better, and advise more effectively. Moreover, you create more clarity within your team and projects. Want to improve your advisory skills? Start with the preparation – that is where you make the difference.

Need help improving your advisory skills? The Ascent brings structure when oversight is lacking, insight amidst complexity, movement when something is stuck, and calm during major changes. Also for you.

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