1. What is to be accomplished (the desired outcome);
2. When (date-time) are we committed to accomplish the desired outcome; and
3. Why does it matter that we generated the desired outcome by such a date-time?
Regarding these elements I share the following advice with you:
The What element . needs to be brief and compelling to attract the intended audience.
Every goal needs a timeline â€“ that is what makes the new future a specific event instead of an abstract idea.
The value of an initiative needs to be spelled out clearly for everyone, especially when it requires financial or material resources, or causes people inconvenience or extra work. Why is a value statement that provides the context for the change and allows people to choose to spend their time, money, and effort to reach the goal.
Let’s imagine that you have thought through your What-When-Why. Are you now in a position to out into the world and hold Initiative Conversations? No. You need to think through the Who-Where-How:
Before taking your initiative on the road, consider Who needs to hear the message, Where the resources are, and How the work might get done.
How much work do you need to do in this domain? Do you need to have fully fleshed out stakeholder management plan? Do you need a fully fleshed out business case and inventory of resources required? Do you need a detailed MS Project Plan running into hundreds, even thousands of tasks, that will send just about everybody to sleep? No. Just need to do enough to show that you have thought through what it will take to bring about the desired future:
Who Needs to Participate?
Identify all the different individuals and groups you believe will be needed to accomplish the initiative. Who could do the work? Who could provide the resources? Who will receive the benefits? Who needs to authorise, approve, or regulate some aspect of the initiative? This is your first guess, which you will probably continue to revise as you go forward .
Where Will The Resources Come From?
The process of taking an idea through an implementation process to its fulfilment requires resources .. consider what resources are likely to be required and where they might come from. Where could you get the money, the people, and the tools?
How Might The Work Get Done?
Even though you do not need a fully detailed work plan at the initiative stage, it is helpful to think through what might be involved in accomplishing what you are proposing . The objective is to begin sketching out what you think will be required suggestive rather than definitive. The prime benefit of doing this task now is that it lets you see where you need input and ideas from others ..
3. Hold The Initiative Conversations And Keep Holding Them
When you have both the What-When-Why and the Who-Where-How then you are in a good place to hold Initiative Conversations through a variety of communication methods. When you hold these Initiative Conversations I counsel you to heed these wise words (bolding mine):
The important thing is to include everyone who might have a direct or an indirect contribution to make to the fulfilment of the vision. You want to give people an opportunity to learn about the initiative and think about how their own activities and environment will change. Your goal for Initiative Conversations is to get people talking .
You will probably say this same initiative statement (What-When-Why) many times. One important job for the leader is to keep the big-picture goals alive for people by repeating them as the initiative progresses towards completion. Initiative Conversations tend to have short lives. Even when things are going well, people get caught up in their local details, and the big picture fades from view, so they need frequent reminders about the purpose of their labors.