Steps to Getting It Done!

There comes a time when we all grow weary of those individuals who are constantly putting their "two cents" in, but never follow through on anything. In my three decades of consulting, I have come to refer to these individuals as the "talkers," or the annoying individuals who love to give suggestions, but almost never do anything about it.

Organizations and their leaders need to recognize the need to "get it done." This means that while coming up with an idea is a good starting point, that is all it is, and should not be misconstrued as any type of actual action! It is always far easier to criticize a plan or an idea, than it is to actually give an alternative. Since no plan, no matter how well designed and planned, is ever perfect, and there is always room for improvement, there is always something available to criticize. However, when I consult to an organization, or conduct a leadership training program, I "forbid" empty criticisms that merely object, unless they are accompanied by alternative courses of action. Therefore, I recommend that all leaders, and all organizations, develop a course of action, or, in other words, "Steps for Getting It Done." Organizations and leaders would be well served to use the following suggestions to develop their own customized "steps":

(1) Fully develop the concept. That means that an idea should be thought of in terms of what its goals are, what the timetable is, the reason for the change; and the possible positive and/ or negative ramifications.

(2) What are the financial impacts, both in terms of out-of-pocket expense or investment, as well as in terms of time commitment?

(3) Will this plan endanger any other aspect of the organization?

(4) How will members view this plan?

(5) How will you communicate the plan to members, donors, etc?

(6) What is the action plan? Who will be responsible for overseeing the plan? What will the oversight consist of?

(7) What is the timetable?

(8) Why might someone object to this idea?

(9) Will this plan be a top, intermediate, or low priority?

(10) What will be the follow through?

(11) How will you track this plan?

(12) Is this a short-term, intermediate or long-term endeavor?

(13) What do you hope to achieve?

(14) Are the goals achievable?

(15) Since a leaders tenure in office is limited, how will you ensure its continuity?

These are just a few of the questions that organizations and leaders should always ask, and that most organizations do not. Probably the biggest challenge that most organizations have is a dearth of true leadership, because most organizations do not commit enough time, resources or energy to prioritizing leadership training. Because of this, in most organizations, leaders ascend to positions that they are not prepared for, and many organizations either flounder or, at the very least, do not achieve their optimum results!

Chairing a Conference/ Convention

One of the most difficult things for any conference or convention is to select the "right" person to chair the event. Most individuals either lack the experience, expertise, or skill set needed to do what should be done. The first challenge for organizers of a conference or convention is to even get someone who agrees to take the position. That is because most people realize that a convention/ conference chair's position is extremely stressful and often thankless. It is also far more time consuming than most people realize.

Since most organizers of conferences don't fully realize the intricacies involved in properly running a convention, it is very difficult for them to even know who they are looking for, nor what the required skills are. One of the major reasons that most conventions and conferences do not fulfill their potential is that the necessary planning, negotiations, and ability to "think on one's feet" is lacking. I would recommend that a few of my previously published Associated Content articles be used, such as my articlea on Conference and Convention Planning, Hotel Negotiations, etc.

Some of the needed skills for a chairperson is he is to do the best possible job include:

(1) Have an even disposition. A chair must be able to deal with a variety of different individuals with various skill levels, as well as substantially different personalities.

(2) A chair must have a "think outside the box" attitude. There are a variety of different ways that things can be done, and each will have different impacts.

(3) A chair must know how to prioritize. There are many nice ideas, but some are more important to the success of the conference.

(4) A chair must be able to say, "No." Invariable, many people will try to wield influence, and try to get the chair to do something "their way."

(5) A chair must be able to figure out alternative ways to get things done.

(6) A chair must have excellent negotiating skills.

(7) A chair must understand budgeting, and be able to work effectively within a budget.

(8) A chair must be able to anticipate various ramifications of action or inaction.

(9) A chair must understand the concept of "perceived value." "Perceived value" is the value an attendee gives to either getting an amenity or it lacking."

(10) A chair must properly spend on necessary items, while reducing waste, and attaining value.

(11) A chair must understand that overall value is only achieved by getting maximum value on each item, regardless of how small a savings. It is the sum of these small savings that maximizes value!

(12) A chair must be self- confident, while also being able to admit which areas he most needs help and assistance.

(13) A chair must have a positive "can do" attitude

(14) A chair must perform well under pressure

(15) A chair must be a welcoming- type individual.

The above list is simply the surface of what to look for when choosing a convention chairperson. Obviously, these are not skills possessed by "average" individuals. A good chairperson must be an exceptional individual, who strives for perfection, while maintaining his sense of pragmatism, adaptability and reality.

Budgets Can Be Important

Very few individuals, corporations, organizations or government entities either prepare or evaluate budgets properly. All too often, budget creators have the attitude that a budget is just something they have to do, and it can easily be changed throughout the year. However, if created and evaluated properly, a budget can be a very important "road map" for fiscal responsibility, financial guidelines, and proper and appropriate spending.

When most entities create a budget, all they do is "work off" the previous year's budget, and then make minor variations either to add a project or program, or to do an "across the board" cost of living increase. Those voters who vote on things like school budgets are often asked to vote on a budget based on the percentage increase and how it might impact real estate taxes. Many organizations have Boards that prepare and approve budgets, simply to haphazardly approve additional expenditures throughout the year, effectively making the budget meaningless.

The first thing to realize regarding a budget is can be the most important financial tool one has, if used appropriately. Budgets should not simply be based on past expenditures, and revenues. Instead, at least every three year, an entity should use a technique known as "Zero Base Budgeting." What that means is that every expenditure line item to evaluate: (a) if it is a proper and needed expenditure; (b) if yes, then is the monies spent being spent most effectively; and (c) if the desired results can be achieved with the same line item monies, or if more or less funds are needed in that area. In preparing a budget this way, one looks for efficiencies, evaluates the needs of the entity, discusses creative ideas, and determines if more or less monies need to be spent, and how is the best way to spend those dollars. Very often, it is not the amount of monies spent that might be the problem, but how those monies are spent. For example, in terms of school budgets, items like: (1) energy costs and potential impact of using alternative energies, changing thermostat settings, etc; (2) class size- the impact and cost factors related to change; (3) individual class lengths, and weather altering length of a period might impact costs by altering staffing needs, etc; (4) creative contract negotiations to optimize results; (5) construction projects - costs of outsourcing versus having staff do project; (6) supplies and furniture purchasing, including joining with other school districts for economies of scale savings, and vendor pricing evaluation; etc.

Another major item that most budget preparers need to rethink is their approach to cost savings. All too often, the attitude that a potential savings is insignificant as related to the overall budget, neglects to understand that in many budgets, there are numerous areas to realize small savings, and that the overall result of all these small savings, is often quite significant. Paying attention to small areas also fosters an overall attitude of making the overall operation far more efficient and effective.

Results- oriented budgeting states that one should always look at the goal or what the desired result might be. By doing that, one can better adapt to "zero base" principles, and ask what this money accomplishes. Many bureaucrats simply act by "throwing money" at an obstactle, rather than spending the time to evaluate the more effective and efficient way to handle the situation.

Budgets are potentially extremely valuable tools. If used properly, a budget has the potential of avoiding pitfalls, identify shortfalls, evaluate policies, and give important guidelines. Anyone with the fiduciary responsibility owes it to both themselves and their organization to adequately and fully evaluate a budget, instead of simply giving it a cursory review.