viernes, 25 de abril de 2014

Who knows plan?

Who knows plan?
The term plan can be extremely resilient to interpreting their function or structure. The question is how many companies really have a plan of action? Or rather, how many companies know the scope of a good plan and, by default, the drawbacks of a bad plan? In short, who knows plan?

Planning is based on very simple: to provide all information workspaces, give each piece an opportunity to defend without any doubt the battle with prospective clients. Therefore, to establish a defense protocol is the beginning of planning, because in the course of that job projection data defining the action strategy small details that can favor the achievement of the objectives, and help emerge reverse bad decisions.

Links to other articles
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On the other hand, it is a mistake to overtax workspaces without providing adequate training or adequate support. It is vital to understand that the strength of the initiative is to prepare the ground to counter the difficulties. No evil is to start because the weaknesses that are visible from outside undermine all possibility of success.

You cannot place anyone before the social mass of a company, without providing all the tools to cope with their tasks safely. The success or failure is subject to a few seconds of lucidity to the client, so that doubts or uncertainty weakens the chances of convincing the potential buyer.

Planning must be not only structurally, but also human resources, where sometimes the efforts and dividends escape. Many companies prefer to rotate their human resources, because they feel that this dynamism offers freshness and opens the possibility of finding an exceptional worker to solve the problem. That may happen, but the waste of time with the continuous changes is very large, and instability just creating a field of very short-lived success, without any base balance and durability over time.

With more training most likely to succeed. For the worker and the company. Naturally, this training must be accompanied by a commitment and stability, both emotional and material. But what is clear is that without having all the information to meet a compromise, the chance of success decreases dramatically.

Doubts are counterproductive, and derive from ignorance, a poison that always ends up contaminating the whole team, for creating false expectations that do not contribute to corporate stability. And, it is for others to mention, that the doubts come directly from the lack of planning, because this is a tide that carries all before him through the chaos. How much larger is the hardest disorganization is making the right decisions.

On the other hand, trust is the fruit of knowledge, and the foundation for success.


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