Quarterly Planning Fatigue: How a Chief of Staff Can Help a Team Stay the Course
⏲ 5 min read
Leadership teams everywhere are all too familiar with the post-Q1 slump.
While teams start the year off strong, by mid-March, they feel their energy starting to dissipate. Reality sets in, the work to be done is grueling, and teams often struggle to keep their big projects and best intentions afloat.
That’s where the Chief of Staff comes in to set things straight. With data pulled from the efforts of Q1, a CoS can empower the team with crucial numbers to inform next steps as teams look to Q2. With their clear eyes and organizational expertise, they can help their team cross the bridge from Q1 into Q2 with focus and realigned goals.
Data-powered decision making
Once the Chief of staff has gathered and shared Q1 data, they are responsible for guiding the team through a series of pulse-checks and decisions. The data should be used to help refine and strengthen the organization’s plan as they look to Q2; in simple terms, that typically breaks down into one of three categories on each major project and area of the plan:
Things are working
Things are not working
The data isn’t yet conclusive
After ascertaining this information, the team is equipped to pause and evaluate the path forward.
Data-powered way finding
The way forward is simple:
Teams can elect to continue doing what they’ve been doing. If things aren’t going well or the data is unclear, the team needs to decide whether they continue forward anyhow, or recalibrate their plan in order to reach their annual targets. Sometimes, a team requires more information before knowing which path to take.
That’s when the Chief of Staff needs to play quarterback and get any additional data necessary to answer key questions and progress a team forward. This should be done swiftly and discerningly. A Chief of Staff also needs to be realistic about what kind of additional data they can feasibly gather within their timeline, and know when to put their foot down and say “enough” - otherwise, the team can spiral into analysis paralysis. Ultimately, decision making based on the data is key here. Chiefs of Staff would do well to get their teams into the habit of cognizantly making a decision - and verbalizing it even if it’s as simple as saying, “We choose to move forward with our current plan for realizing our annual targets.”
Why? Because decision making is hard, and teams that avoid it and instead simply coast along are often the teams that look back and regret their lack of intentionality while working toward their goals.
Supporting the team as they progress forward with their decision
Once teams evaluate what processes and strategies are likely to stay and what’s likely to change based on the data, it’s time for the Chief of Staff to work with each stakeholder.
This starts with the Chief of Staff outlining the options for key decisions, developing a timeline for Q2, and driving it forward end to end. Next, the Chief of Staff should set up one on one time with stakeholders to ensure that everyone is bought in and prepared to play their role as the team moves forward with their Q2 plan. With many decisions to be made, the best way to do this is to facilitate the necessary time and space to get into any cognitive issues, disagreements, or concerns. The objective here is to reach alignment and overcome any items causing conflict.
It’s important to note that with these conversations, a Chief of Staff is not influencing the business outcomes but rather creating the right environment for the team to confidently make a decision. That said, they may need to socialize information as it relates to Q2 plan and soften the message as needed in order to effectively push the decision through.
Holding the ship steady
People can get fatigued with the planning and execution process by Q2, so it’s up to the Chief of Staff to play a key role in listening and providing the stability needed to get the organization where it needs to go. That involves acknowledging the team’s emotions and concerns, and continually showing up as a clear-headed leader ready to listen, absorb, and help reorient each stakeholder on the path forward. The Chief of Staff is the steady-handed guide that finds ways to re-energize the team and build bridges when morale inevitably sinks.
How can a company set their Chief of Staff up for success in this function? That all starts with the CEO; ideally, the CEO reiterates the role of the Chief of Staff so that people know who to seek out when they need help. With their recommendation, reaching out to the Chief of Staff becomes second nature in their role as mediator and advisor.
Conclusion
While this time of year might be a difficult one for teams, the silver lining is that it’s only the beginning. If teams can get aligned now, have the difficult conversations, and face reality with a sense of fearlessness, they set themselves up for real impact over the next nine months.
So do that now! Be clear-headed and decisive; you’ll see it pay off soon enough.