How to present a work plan that will leave a mark and not dry up the audience?

Friends, let's be honest. When we hear that we are going to watch someone else's work plans or when we are required to present our own, in most cases, the audience will try to hide their yawns, we will react with stress, and the points we want to convey may be lost. The challenging part is knowing how to turn the work plan from something monotonous and unexciting into something that will actually help us achieve our goals.

We don't need to present everything!
The guiding principle of the method is that not everything that is written needs to be said. There is a difference between what sits in our drawer and what we actually present.

For example, our "ONE" at Leave a Mark is always to be in motion and action, to learn and explore new areas, sometimes even those we didn't intend to delve into (someone mentioned serendipity?), and discover insights that advance us and help us improve what we do. This "ONE" lives within our organizational DNA from day one and is expressed, among other things, in workshops and monthly team development sessions.

"Not everything that is written needs to be said."

Take, for example, Domino's Pizza. In the global Domino's, they decided that their "ONE" is a commitment to delivering a hot and tasty pizza within half an hour to the customer's home. They set this promise as their main goal and decided that if they could achieve it, they would achieve the rest of their goals in the same year. After finding their "ONE," the company had to create a work plan that would support achieving the goal, such as expanding the delivery team, providing training to make the work more efficient, investing in an app for real-time tracking, conducting internal research on what takes the most time during that half-hour and trying to reduce it, and so on.

In the tech industry, the importance of the "ONE" has long been understood. Take Apple, for example, which decided that its promise is that every customer who enters one of their stores worldwide will learn something new they didn't know before. To make this happen, Apple had to establish an extensive and everlasting employee training system, and every month they train their employees in something new, based on the understanding that "a learning company is a teaching company." Achieving the goal required a significant change in the interface and design of the stores so that they would create the desire to enter and learn among customers. Note that in all Apple stores, representatives of all ages have a very high level of knowledge about the products they sell, which is a direct result of defining the "ONE" and the commitment to the goal.

"The definition of 'ONE' helps us focus as managers and serves as a concise, memorable message that employees can also remember."

In conclusion, finding the "ONE" helps us focus as managers and serves as a concise, clear message that employees can also remember. When all departments in an organization remember the overarching goal, it means that everyone is consciously gathering around the defined and specific goal from which all activities and implications for the coming year are derived. Of course, it doesn't end there, and we also want to measure our success every month/quarter, whether we've fallen or risen, whether we've managed to achieve the main goal and the actions we took to achieve it.

How will you find your "ONE"?

Your ability to lead your work plan is not necessarily a product of a lot of words, but above all, in your ability to identify the one task that, if achieved, will enable us to succeed in the work plan and reach other goals throughout the year. Need help identifying your "ONE"? We have a workshop for managers and teams that does just that!

Leave a Mark's Napkin Workshop.

Interested in formulating your company's story with us?

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How to present a work plan that will leave a mark and not dry up the audience?

Interested in formulating your company's story with us?

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