Slide 3: Current Performance. 2006 was a (blank) year. Generally, sales and profits were (blank) our expectations. Our actual sales were (blank) which is (blank) above/below the previous year. Profits were (blank) above/below the year before. In a word or two, we'd call the year (blank).
Slide 4: 2006 Strategies and Objectives. Those results were produced by the following set of strategies that were specific to our management work in 2006: (blank). Not everything was planned. The following events were positively lucky: (blank). These other unexpected events were not as good: (blank).
Slide 5: Performance Trend. The last three years have been (blank) with sales and profits showing the following noticeable changes and movement. Insert chart and point out any issues/events.
Slide 6: Market Forces. We believe our performance is attributable to the following strong influences and conditions (blank).
Slide 7: Changes/Reaction. In 2007, we will make the following changes to positively affect our prices, profits, product line, personnel, productivity, territory, cash position, etc.
Slide 8: Our Common Expectation/Forecast for 2007. We expect to reposition our organization by focusing on the following short set of priorities. Together, we expect to achieve sales/profits and growth of (blank).
Slide 9: Measuring Our Business How We Do It and Why
Getting Specific (GS): The following section of your presentation is very important. When the slide template is used, it will allow you the structure for both a detailed review of various problems you may have encountered within specific functional areas of your business and how you plan on improving those areas for the new year. For each of the areas below, list and discuss what went right and what went wrong in 2006, along with new objectives they can now all expect.
Slide 10: (GS) Financial Status, Lines of Credit and Banking
Slide 11: (GS) Facilities and Equipment
Slide 12: (GS) A/R, Collection Efforts and Impact on Cash Flow
Slide 13: (GS) Expenses and Costs
Slide 14: (GS) Human Resources and Staffing
Slide 15: (GS) Staff Training and Educational Support
Slide 16: (GS) Marketing, Promotional Activities and Branding
Slide 17: (GS) Customer Service and Customer Retention
Slide 18: (GS) Quality and Delivery Promises Kept
Slide 19: (GS) Computer and Communication Systems
Slide 20: Cool Things Coming Our Way in 2007!
Slide 21: Why Making Forecast Matters
Slide 22: Questions, Comments and Input Make Our Meetings Even Better!
Shared Knowledge Is Power!
Often you will hear people say that "information is power" and that might have once been true in the organizations of the past where companies were set up vertically, like silos. Today, the best companies have more of a web structure where interconnected teams perform more independently in support of a core mission. In that architecture, information can be diverted and even hoarded by the dreaded ego-driven dinosaurs who cannot accept a flattened hierarchy of equals. In 2007, the holy grail is shared knowledge and the open-book meeting (open to all employees but not mandatory) is a powerful leadership and management tool which gives you the ability to deliver in real time news, objectives, trends, strategies, forecasts, priority changes and financial updates. Allowing these meetings to be voluntarily attended creates a self-selection process for your employees. Their attendance is a statement a vote indicating their desire to learn more about your firm and even about themselves. Those who consistently choose not to attend are also casting a vote. This self-selected disconnect will allow you to put your best investment behind those investing in you. This January, end the communication cold snap by opening up your books and creating some real heat.
About the author:
Chris Traynor, SPHR, is the Director for Whip-Smart Management Consulting, Wayne, N.J., and has 25 years of experience in the solid surface industry as a consultant to fabricators, distributors and manufacturers. He can be reached at firstname.lastname@example.org.