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YEAR END BUDGETING 2022

2022 in Review

As the year approaches a wrap, it’s time to highlight your achievements and position yourself for 2023. Review and report on topics like your organization’s accomplishments, value creation, budgets, financial ratios, your competitor analysis, and the year ahead. Take time to create a full-year timeline with strategic projections and goals. Use the 2022 Annual Report Components infographic to serve as a guide for elements to include.

Annual Report Infographic - Jenny Reilly Consulting - Executive Coaching

 

“A budget is more than just a series of numbers on a page; it is an embodiment of our values.” – Barack Obama 

Know your numbers

Over this quarter, a primary client focus has been on analyzing financial reports and data to aid the decision-making required for 2023 planning. Understanding the budgeting process is crucial in evaluating opportunities and risks.

Understanding your numbers allows for more strategic decision-making. Your numbers can provide:

  • comparability,
  • verifiability, and
  • understandability

of the next best steps to take in your company.

As a leader, you are expected to have a thorough understanding of your numbers, prepare forward-looking financial reports, set financial targets, determine the usage of resources, and evaluate the costs and benefits of each option.

Business budgets help leaders run a successful business. A budget provides the opportunity to assess the actual budget against what was forecasted and planned.

Steps to take in preparing for 2023

  1. Before developing your budget, it is normal practice to have a strategy session that will review relevant economic factors, sector issues/constraints/ opportunities, and management plans. Develop or review your 2023 budget (that should accommodate your short-term plans, normally one year in duration) and ensure each of your strategic objectives is related to your budget.
  2. Your budget should address each of your strategic initiatives, including cash and payments, sales volumes and revenues, detailed inventories, labour, and production requirements.
  3. Break your annual budget down into monthly budgets that will assist in planning and communication to the team.
  4. If you are working on a unit or department budget, ensure you understand how the budgeting process interlinks with the various budgets in the business.

Can you answer the following?

  • What is your mission, vision, short- and long-term strategic objectives?
  • Have you recently conducted a position analysis of your organization?
  • Who are your current competitors?
  • Do you have a comprehensive forecasting and budgeting process? Can you explain when and how this process is performed?
  • How often do you review your annual budget, identify variances between your forecasted and actual performance and update as strategic initiatives pivot and change?

Understanding your budget will enable you to:

  • identify short term problems
  • promote forward-thinking
  • help in the coordination of units within a business
  • communicate budget guidelines
  • motivate your employees to promote better performance
  • monitor performance relevant to the budget
  • implement a system of control, levels of responsibility, and authorization

If you’re a business owner, entrepreneur, or c-suite executive and have any questions about this month’s topics, or feel this resonates with you and you need executive support to project your budget successfully into 2023, please contact us, or reach out directly to jenny@jennyreilly.com and book a complimentary 30-minute strategy session.

 

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FIVE CORE LEADERSHIP TACTICS

There are five leadership tactics that I follow that help me in my consulting practice. I encourage you to think about how they could help you in your position.

1.) Planning Backwards:

Focusing on the future and planning backwards is an effective leadership tactic. It encourages unconstrained thinking and disruptive ideas and will help you to propel your organization forward. Once you have a focused vision, align your people to engage on goals, and develop a comprehensive action plan to move forward.

  • Where do you want to be professionally and personally one year from today?
  • What do you need to do to get there? (Of your action items, prioritize them in sequenced order and develop an action plan on what is required in each step.)

2.) Purpose-driven and value-focused:

My consultancy purpose and values determine my guiding principles. If you have not listed your guiding principles, it is time to do so. Your guiding principles outline how you operate, the organization’s role and the individual within. 

  • What is your company vision, purpose statement/mission, and what values define how you do business? 

3.) Intentionally listen actively:

Leadership is a conversation. Improving your listening ability will be a cornerstone of your leadership success. Listening will assist you in problem-solving, determining and implementing innovative ideas, defining process improvements, and developing new ideas for faster and better outcomes. Engage your team, clients/customers and external stakeholders in a discussion on progress once modifications have been agreed upon, design and circle back to question if you have it right. 

4.) Innovate continually.

You cannot afford to become too comfortable and complacent. Customer and client preferences in the product or service area you are offering are continually changing. Technology advances will improve speed and results, can transform our processes, and adaption of best practices. Quarterly question processes, this will help you retain focus on improvement and will become part of your culture. Encourage bottom-up and top-down idea initiatives for improvement. Make decisions faster and base them on data with a focus on quality. Quarterly, prioritize the top three areas you can innovate to bring the greatest return to your organization. 

5.) Performance – think short and long-term.

To thrive in the long term, we need to have not only long-term goals but also short-term goals to gain momentum. Future-proof your performance by answering the questions below: 

  • What trends are influencing your business and sector?
  • What are your customers and clients seeking or asking that is not currently being provided? 
  • What is your data telling you? The facts have the answers. 
  • Ask your employees for feedback on what is working and what isn’t and any suggestions they have for improvement.
  • What are your duties and responsibilities – are they aligned with your purpose? 
  • Assess how you are doing things, is it the best and most effective way, or have you fallen into a routine and repeated past actions hoping for better results? 

If you have any questions about leadership tactics or want to learn more on the powerful benefits of executive coaching to elevate your professional success, please reach out to +1 604-616-1967 or askme@jennyreilly.com and book a complimentary 30-minute strategy session. If you want monthly leadership and professional development tips, sign up for my JRC newsletter or check out my social media on Instagram for information on my new upcoming 6-month executive leadership course.

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HOW CAN ‘DEEP WORK’ GET YOU BACK TO DOING AN EXTRAORDINARY JOB?

Do you want to do your job or do an extraordinary job?

There are times when we run on all cylinders, everything comes together, and we feel like we are at the top of our game. In contrast, there are times when we may feel we have lost our work mojo, are bored, stagnant, and just go through the motions of our job. I know how I prefer to feel, how about you?

A tool to help you regain focus on what you are doing and how you are doing it is to ensure you immediately implement ‘deep work’ time into your schedule. This mode helps you have an uninterrupted focus on a significant task.

Your ‘deep work’ time should be allocated to projects or tasks that require your undivided attention to move forward and will have the greatest impact. This sounds so straightforward and obvious that you may ask why I even need to write about this, so I challenge you to look at your schedule over the past month and honestly evaluate how much time you allocated to ‘deep work.’

When you allocate time in your day where you can work in isolation, without distraction, the quality and quantity of work you can complete can be extraordinary. It takes time, focus and persistence, but it will be worth it.

Reorganize your month ahead to ensure you have time in your schedule daily for ‘deep work.’

Your days maybe spent, rushing from one meeting to another or putting out continual fires – this is fractured work. Fractured work occurs when you are primarily responding to others’ needs and requirements. It is unrealistic to think that you can cut out fractured work in your day-to-day commitments; however very realistic to combine it with periods of uninterrupted focus.

To do extraordinary work, we need periods of concentration and focus.

Determine how much ‘deep work’ time you need daily, schedule it, and make it a non-negotiable priority for the month ahead.

QUESTIONS FOR YOU TO ANSWER:

  1. How can I schedule my time in September so five days per week, I have at least one hour daily allocated to ‘deep work’?
  2. Are there any periods in the year that I need more time to focus on ‘deep work’? If so, when? Now go ahead and block off that time in your schedule.
  3. What will you have to do in your space to ensure it will promote ‘deep work,’ or where else can you go to facilitate ‘deep work’?

EFFECTIVE ONE-ON-ONE MEETINGS WITH DIRECT REPORTS

Having effective one-on-one meetings is a critical leadership skill. I recommend having weekly one-on-one meetings with each of your direct reports. The objective of this meeting is to ensure there is open and transparent communication on priorities, identification of opportunities, issues or challenges and time to address any questions or concerns that may be affecting the progress of your direct report.

To have effective meetings, ensure you have a plan, are organized to optimize your meeting time, have clear outcomes in mind, and record who is responsible for what by when, making it is easier for you to follow up.

The following are an example of questions that you could ask in a one-on-one:

  • What were your biggest wins over the last week/since we last met?
  • What worked well, what didn’t and why?
  • Are there any areas in that I can support you?
  • What are your top three priorities for the upcoming week?
  • Is there anything else that you would like to cover today?

I encourage you to monitor how much you talk in these meetings. My suggestion is that you should not be speaking for more than 20% of the meeting. Focus on listening, not jumping in and solving problems but asking clarifying questions.

MEETING TIPS

For many, meetings are painful, and I am sure you have felt, heard, or empathize with the following:

‘I have too many meetings.’

‘The meetings are too frequent and too long.’

‘Meetings are a waste of my time.’

‘I hate it when people show up late or don’t contribute – why bother!’

 

Here are some helpful tips for you:

  1. Look at the meetings in your schedule over the upcoming week and determine if your attendance is necessary. If it is not, message the organizer with your rationale and withdraw yourself from attendance.
  2. When scheduling a meeting, ensure that the right people are in attendance and the duration is the correct length (the shorter, the better).
  3. If you are organizing or chairing a meeting in advance, prepare and circulate an agenda along with any documents that need to be reviewed.
  4. Follow up on your meeting notes, complete what you said you would and hold others accountable for assigned tasks.

Speak up on annoying behaviours like:

  • Individuals being on their phones during the meeting, checking emails, social or surfing
  • Arriving late and being disruptive
  • Interrupting and talking too much
  • Not coming prepared
  • No participating

Each behaviour is a sign of disinterest and disengagement, don’t ignore it. Be focused on acknowledging it and changing the behaviour.

If you have any questions about implementing deep work times in your schedule or want to learn more on the powerful benefits of executive coaching to elevate your professional success, please reach out to +1 604-616-1967 or jenny@jennyreilly.com and book a complimentary 30-minute strategy session. If you want monthly leadership and professional development tips, sign up for my JRC newsletter or check out my social media on Instagram for top leadership advice throughout the year.

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PERSONAL VISION

So many people go through life without a personal vision. If you are one of those individuals (don’t worry, I was too), it is not too late. The following questions will help you think about what your personal vision could look like. Your personal vision should guide you in all other aspects of your life.

  • If you could project ten years from today, where will you be, what will you be doing and who will you be with?
  • If you attain your vision, what would you be doing differently than you are today?
  • Will you commit to taking the actions needed to reach your vision?
  • What obstacles or challenges do you feel you may have to overcome to attain your vision?
  • What support do you need, and from whom to get started, stay motivated and keep accountable?
  • Have you shared your vision with anyone?
  • Share it, review it regularly and commit to moving it forward by continuous execution of ACTION.

 

‘Tell me, what is it you plan to do with your one wild and precious life?’
– Mary Oliver

 

FIVE EASY STEPS TO YOUR PERSONAL VISION

  1. Develop a PERSONAL VISION – what do you want to do, where do you want to go and how do you
    want to feel? See it, feel it, imagine it.
  2. Set GOALS that will help you achieve your vision. Goals will help you identify actions required for execution. Prioritize your goals and define what you need to focus on per quarter moving forward. List the goals that you will work on through to completion next quarter.
  3. For each goal, PLAN the keystone actions required for every week of the quarter (12 weeks) to produce the results you are looking to achieve. When possible, list action items that can be completed within one week. These will drive your weekly and daily plans.
  4. Commit to working on the WEEKLY ACTIONS. Don’t lose traction. Even when you don’t feel like working on one of the actions, remain true to your commitments. Continuous execution of actions will ensure you retain momentum.
  5. Every Monday, spend 15-30 minutes conducting a WEEKLY REVIEW (what you focused on the week prior) and weekly preview (what you will focus on this week). Your weekly plan will help you map out the actions required in your schedule. Do not skip this step! This will help you MEASURE your weekly success and identify areas that need your attention and improvement.

 

WHAT DOES A GREAT WEEK LOOK LIKE FOR YOU?

Our days are often taken up by items we have not planned or scheduled. To allow time in your schedule to work on priorities, I suggest you allocate three periods in your weekly schedule to increase your efficiency and enable greater focus on tasks required for goal attainment.

WEEKLY THREE-HOUR STRATEGIC BLOCK

This three-hour period is scheduled, not interruptible and prioritized in your weekly plan. During this time, turn your notifications off. Don’t answer the phone during this period, and if in an office, close your door. This time will require 100% of your focus and should never be bumped. It will help you dig deep into strategic activities and get things done.

TWO DAILY 30-MINUTE BUFFER BLOCKS

Schedule one 30-minute period in the morning and the other in the afternoon. Use this time to make/answer phone calls, return voice mail, answer/send emails, and deal with low-value activities.

WEEKLY THREE-HOUR FREE BLOCK

Use this time to get away from your computer and perform face-to-face activities. Lunch or coffee with colleagues/clients/stakeholders. This time helps you focus on priority relationships that require your full attention.

 

‘Unless commitment is made, there are only promise and hopes; but no plans.’
– Peter Drucker

 

WHAT ARE YOU WAITING FOR?

‘Once I have a holiday, I will have more energy.’
‘When we hire additional resources, we will be more organized.’
‘When the economy picks up, things will be better.’
‘Things will settle down after our busy period, and we will have more time to work on process improvements.’

Stop waiting for things to change. Make the change. You have control of one thing – your actions.

Take responsibility for the actions you take.

Commit to focusing on your actions to make your vision a reality, be self-accountable, and consistently execute on what needs to be done.

No more excuses, demonstrate your commitment – let’s get going.

BE IN THE MOMENT

Technology is excellent. However, how often do we get so distracted by it and forget to be in the moment? Alerts pinging, social notices, text messages… all take you away from being in the present. It is almost as though the fear of missing out outweighs social interaction conventions, whether in a professional or social setting. Being continually on is exhausting, stressful, and often a factor of burnout.

How much will you miss if you don’t look at your phone when you are in a meeting or when talking to one of your colleagues, clients, or stakeholders?

I encourage you this week to SLOW DOWN, be present and focus on one thing at a time. You will be surprised by how much you get done and how better you feel.

ACTION COMMITMENTS

Choose one thing that would make a significant difference if you did it daily in your professional or personal life.

Got it? Now commit to doing it daily for one quarter. The simple act of consistently executing on a critical action item that will help you be better in your job or personal life will benefit you fivefold.

 

‘There’s no such thing as work-life balance. There are work-life choices, and you make them, and they have consequences.’
– Jack Welch

 

If you have any questions about personal visions, or want to learn more on the powerful benefits of executive coaching to elevate your professional success, please reach out to +1 604-616-1967 or jenny@jennyreilly.com and book a complimentary 30-minute strategy session. If you want monthly leadership and professional development tips, sign up for my JRC newsletter or check out my social media on Instagram for top leadership advice throughout the year.

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STRATEGIC FOCUS AND PLANNING

For our businesses to continue to thrive, we must constantly evolve and adapt to changing needs of the market and our clients. Transformation only happens when we focus on it, and at the beginning of every quarter, it is time to take stock of our areas of focus and determine if we need to change or pivot our direction. Be strategic. Consider the impact of technology, talent, and operational changes to help you continue to grow and remain competitive.

Q1 REVIEW

Strategic focus sustains and builds on an organization’s high performance and effectiveness. Set aside time to conduct a Q1 review:

Step 1: List your three biggest wins and accomplishments from Q1.
Step 2: How far did you get on your Q1 goals?
Step 3: In Q1, list what worked and what didn’t that you can learn from.
Step 4: Define what you will keep doing, improve upon, stop doing and start doing due to this review.
Step 4: List your goals for Q2 and who will be accountable for the results by when.

STRATEGIC FOCUS TIMING

Remember it takes time to define your focus, implement and execute the action.

    • 20% planning
    • 40% implementation and change installation effort
    • 40% sustaining high-performance effort on the direction and plan over the long term

NO STRATEGIC PLAN?

If you don’t have a strategic plan, it is time to work on one. There are three core phases to follow:

Phase One – Assess and Organize

    • Environmental scan and organization assessment

Phase two – Strategic Design and Plan

    • Define company positioning
    • Articulate customer focus
    • Clarify competitive strategies and critical success factors

Phase three – Operational Design

    • Plan priorities
    • Strategic budgets
    • Performance management systems
    • HR management strategies

COMPONENTS OF A WRITTEN STRATEGIC PLAN

There are core components of a strategic plan. The points below can be used as a checklist for you in the design of your plan:

    • Introduction – opening defining your ‘why.’ Include your company vision, mission and values
    • Current State Assessment (SWOT: Strengths – to build on, Weaknesses – to eliminate, opportunities and threats))
    • Environmental Scan
    • Marketplace (segments and characteristics) Analysis: key customers, main products and services, the value of segment, market share percentage, industry competitors, the life cycle of product or service
    • Organizational Goals
    • Key Success Factors (KSF) and Action Plan (Areas of concentration, actions to develop target measures and baseline data, who is responsible and due date)
    • Core Strategies and Actions for Each Strategy
    • Major Change Summary (summary of significant changes desired over the life of the strategic plan) and Change Management Structure
    • Priority Actions (key must-do actions in addition to the day-to-day operations and other stats that you can complete in addition)and Implementation Game Plan
    • Annual Plan Format – break this down into a yearly roadmap

TIPS FOR SUCCESSFUL STRATEGIC PLANNING

    1. Have the process facilitated
    2. Take an organization-wide approach and integrate all level planning
    3. Define quantifiable measures of success
    4. Include short and long-term forecasting
    5. Use transparent and straightforward terminology and language
    6. Clarify and benchmark against the competition
    7. Define strategic business units
    8. Make informed budget decisions
    9. Make tough decisions when necessary
    10. Be open to pivoting from the initial direction
    11. Implement an effective process to roll out new initiatives
    12. Empower and support staff to take action on strategic initiatives

Acknowledge that the process does not end once a document is produced. It needs to be executed on, implemented, evaluated and measured. Your strategic plan has to be a living document, one that is continually reviewed.

HOW WELL ARE YOU DOING?

On a scale of 1-5 rank (1 being the lowest and 5 the highest), your organization on the following:

    1. A culture of excellence
    2. Accountability of resource
    3. Effective and efficient business processes
    4. Collaboration and teamwork
    5. Communicated long term vision and direction
    6. Constructive problem solving
    7. Continuous process improvements
    8. Data based decisions
    9. Employee empowerment
    10. Equality of opportunities
    11. Facilities and equipment
    12. High staff productivity and performance
    13. Innovation and creativity
    14. Job design and descriptions
    15. Marketplace competitiveness
    16. Performance appraisals
    17. Profitability consciousness
    18. Quality production of products/delivery of services
    19. Resilience level to adaption to change
    20. Resources (monetary and other)
    21. Reward systems
    22. Staffing levels
    23. Team development
    24. Technology
    25. Visionary leadership

STEP ONE: Highlight any score below three
STEP TWO: Brainstorm action that could be implemented on low scoring areas to raise your rank
STEP THREE: Attain buy-in on identified actions, implement and execute

 

Plans are of little importance, but planning is essential.

~ Winston Churchill

 

If you would like more information on strategic planning, and you need someone to keep you accountable through this process, I can be contacted at +1-604-616-1967 or jenny@jennyreilly.com. If you want monthly leadership tips, sign up for my JRC newsletter or check out my social media on Instagram for top leadership advice throughout the year.

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