How to Create a Transition and Restart Plan
Planning makes most things go more smoothly than working without a plan. When times are great it is easy to get caught in the upward swing and assume that there won’t be a downturn or a change of direction that we did not personally create. By documenting our plans for times of transition we can think through, in advance, what we might need. This prior planning can bring us peace when a transition occurs either by choice or force. Consider transition plans not as a bad thing – but as a great way to prepare for business to not function as normal. These could be executed due to sickness like COVID-19, elective surgery, having a baby, going on a long vacation or other life and business event. What is also as important as having transition plans is having a restart plan. Usually upon return to some normalcy business does not go back to full force immediately. Think of a restart plan similar to an on-boarding plan for a new hire. There are many tasks we need to modulate and ease into.
This training is part of my aim with intent methodology. Aim stands for aligning your team, igniting your process, and managing your money with intention.
Building A Transition Plan
When building a plan, take into account your people, processes, and profits. During this time I am asking my clients to build 3 transition plans. One that is short-term in nature (think 4 weeks), one that is mid-term (8 weeks) and one that is a more long-term transition (12 weeks). In each plan identify what business might look like for you. What needs to change for your teams (internal, external and support teams), your processes (internal, external and support) and your money (cash in and cash out). Having multiple plans allows us to continue on when we may not know the end date. For example, this is being written while we are in the midst of the COVID-19 crisis. We have no idea of the end date of our shelter in place or quarantine. So we need to make a plan for 4, 8 and 12 weeks. Here is another example. When I coach women who are stepping out of their business for maternity leave, we may create 3 plans as well. Plan A which is 6-8 weeks, plan B for 12 weeks and plan C for 16 weeks. Going into delivery we may have an idea of what we need and want but it could turn out very differently once we are in it. Having a plan in place for multiple circumstances brings relief.
Consider These Areas In Your Plan
While you are thinking about people, processes and profits, also consider building plans that address how you will handle communication, finances, marketing, HR, legal, clients, and technology. Other areas of impact also need to be identified as part of a continuity plan. During times of transition, our work may change as well as how we show up as a company. Be intentional about what you do, how you do it and who is responsible.
Identify Trigger Points
Your 4-week plan might be the basis of your 8 and 12-week plans. But also be aware of triggers the initial plan to be put into place. In other words, what constitutes a transition? It is also noteworthy to understand that what we might do in a 4-week plan could be vastly different from a 12-week plan, especially with regard to financial resources and marketing efforts. Make note in each plan where the task might shift if the plan has to have a longer duration than initially planned for.
Be Flexible and Pivot
Be willing during times of transition to bend the rules and be flexible. It is best to consider relationships for the long haul. We can keep our values in alignment, but our products and services may shift or morph to meet the needs of the time. Relationships will carry us through times of difficulty, not just having solid financials, but having good solid relationships. Be nimble. Changes may occur frequently during times of transition and new needs may arise. Focus on not being so rigid that you cannot pivot to meet these new needs in the best manner.
Plan Early, Plan Often
Planning in advance when you can think clearly will remove the overwhelm of being in the moment. When having to change quickly on a dime it can make you feel scattered, and that makes you feel even more out of control than you might already be. And so while you cannot control everything, you certainly can manage what you have in front of you. Use this time to create cross-training plans, look for overlap or lack of. Where do you need to have duplication of effort?
Plan to Restart
Make a plan for starting back after this transition period. What does it look like to restart? Everything does not go back the way it was before in a single moment. We are not going to all just go back on day one. So how do you start back in If you've had to work differently, or layoff or furlough employees? How do you bring them back on? How do you start work back up? How do you start prioritizing which job goes before the other? How do you start working with your trades? Again, we have got to be flexible in this restart because other businesses have been impacted as well. If you can take the time right now, to think about how, during even a transition, you're going to align your team, ignite your process and manage your money and do it all very strategically and with intent, that's going to help you manage this. Consider these same elements, as you create a restart plan, and you're going to be better off than the majority of your colleagues who are not doing this. Many will be grasping or working in fear and not using their time effectively.
Use your time, build your business now for what you want it to be, and do it with intent. If you want to set up a call to talk through your strategy you can do that HERE.
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