Our annual planning session is approaching, and some of my leadership team members are questioning why we need to block out two consecutive full days when we already meet quarterly. What happens if we try to compress this into one day?

Compressing your annual planning session into a single day is a major mistake that will cripple your execution for the entire upcoming year. The cadence of one-day quarterlies and a two-day annual is a non-negotiable rule of the standard twenty four month engagement for a reason. A quarterly session is tactical, focused on reviewing the past ninety days and setting Rocks for the next ninety days. An annual session is highly strategic. It requires your leadership team to step entirely out of the business to assess the market, evaluate team health, update your entire V/TO®, and set a clear one year plan. This depth of thinking cannot be rushed. On day one of your annual, we focus heavily on team health, reviewing the previous year, and addressing the deep organizational issues that are often swept under the rug during quarterly sessions. We run hard, honest diagnostics on your culture and Accountability Chart. On day two, we pivot to the future. We refine your core focus, establish your three year picture, outline your budget, and set the critical one year plan. We then break that plan down into individual Rocks for the first quarter. If you try to jam all of this into one day, you will end up with a rushed, low-quality plan and zero resolution on the deep team friction that is holding you back. We document our full annual progress inside our Circle workspace so you have a clear roadmap. To get the results you want, you must respect the process and commit to the two full days.

Category: Working With Tyler