The Planning Process

We’ve all heard the old line: “we don’t plan to fail, we fail to plan.” Yet when you watch a team get handed a simple project, something weird happens—**our instinct for action overwhelms us and we leap straight into execution details, with almost no planning at all.** The brain space gets eaten by the nitty gritty, and the “plan” becomes a vague hope. :contentReference[oaicite:0]{index=0}

One reason is blunt: **most people are never trained in how to plan properly.** They copy whatever their bosses did. In places like Japan, where following seniors and reproducing precedent is normal, that copying effect is even stronger—great if the boss is brilliant at planning, a disaster if they’re not. :contentReference[oaicite:1]{index=1}

The fix is to use a simple, logical eight-step planning process you can repeat for any project—big or small. :contentReference[oaicite:2]{index=2}

What is the first step in planning a project?

The first step is to define the desired outcome so everyone knows what “finished” looks like. :contentReference[oaicite:4]{index=4}

If the outcome is fuzzy, teams fill the vacuum with activity—meetings, tasks, emails—then wonder why they’re busy but not winning. In multinationals like Toyota or Unilever, this usually gets tied back to strategy and measurable business impact; in SMEs or startups, it can be more instinctive and less documented, which makes alignment harder when things change. A key leadership point here: don’t assume the team will “just follow orders like robots.” They need to be sold on the outcome, or motivation collapses halfway through. :contentReference[oaicite:5]{index=5}

Do now: Write a one-sentence outcome + 3 success measures (metric, deadline, owner). :contentReference[oaicite:6]{index=6}

Why does planning fail before it even starts?

Planning fails because teams confuse motion with progress and skip straight into execution. :contentReference[oaicite:7]{index=7}

This is the universal project trap: the “nitty gritty” feels productive, so it hijacks attention. In the US, that often shows up as fast action without enough alignment; in Japan, it can show up as copying what seniors did—even when that process is flawed—because precedent feels safe. Either way, when planning is weak, the project becomes fragile: scope grows, deadlines slide, and accountability blurs. The leader’s job is to slow the team down just enough at the start to speed everything up later. :contentReference[oaicite:8]{index=8}

Do now: Run a 15-minute “plan before doing” kickoff: outcome, reality, goals, steps—no task assignments yet. :contentReference[oaicite:9]{index=9}

How do you assess the current situation before making a plan?

You must get brutally clear on today’s reality—internally and externally—using concrete details and hard numbers. :contentReference[oaicite:10]{index=10}

This step is a mini-project because assumptions are seductive and often wrong. Leaders should demand accurate measures: baseline cycle time, defect rate, lead time, cost, customer churn, staff capacity, or whatever defines “where we are now.” Large firms might pull dashboards and market intelligence; smaller firms might rely on interviews and spreadsheets, which is fine as long as it’s real. If you can’t describe the starting point clearly, you can’t design the route—and you’ll argue later about whether you improved. :contentReference[oaicite:11]{index=11}

Do now: Capture 10 baseline facts and agree: “This is our starting line.” :contentReference[oaicite:12]{index=12}

How should leaders set goals that actually get achieved?

Set goals that are realistic, challenging, and broken into a hierarchy—then translate the big goals into daily units. :contentReference[oaicite:13]{index=13}

Goals fail when they’re either fantasy (no resources, no time) or mushy (“improve service”). Strong planning forces trade-offs: which goals matter most, what gets deprioritised, and who owns each piece based on capability. This differs by organisation type: startups might set aggressive goals with rapid iteration; conglomerates might need more constraints and approvals, meaning goals must account for governance. Either way, the leader’s role is to make the goals clear, staged, and achievable, not just inspirational. :contentReference[oaicite:14]{index=14}

Do now: Build a simple goal ladder: long-term outcome → quarterly goals → weekly targets → daily actions. :contentReference[oaicite:15]{index=15}

What makes action steps “workable” instead of wishful thinking?

Workable action steps spell out requirements, task allocation, coordination, sequencing, supervision, and barriers—so execution doesn’t collapse. :contentReference[oaicite:16]{index=16}

This is where many projects die: the “plan” sounds good but doesn’t survive contact with reality. The classic failure is under-designing the execution piece, then discovering late that key steps were missing or ownership was unclear. The article even highlights a painful example: a company wasted a $5 million allocation on a new operating system that didn’t work and had to be scrapped—because execution planning was insufficient. :contentReference[oaicite:17]{index=17}

Do now: Write action steps with names next to them, then add: dependencies, sequence, and the top 3 barriers per step. :contentReference[oaicite:18]{index=18}

How do you set time frames that people actually respect?

Time frames only work when deadlines are explicit, linked to unit components, and backed by real accountability. :contentReference[oaicite:19]{index=19}

Projects slip when dates are vague, “soft,” or not connected to specific deliverables. Good planning makes timetables visible and shared: what must be completed by when, and what happens if it isn’t. In many organisations, especially where harmony is prized, leaders avoid enforcing deadlines to reduce tension—then the project quietly dies. Respectful accountability is not aggression; it’s leadership. :contentReference[oaicite:20]{index=20}

Do now: Put every deliverable on a calendar with an owner and a definition of “done.” :contentReference[oaicite:21]{index=21}

What resources should be included in a proper project plan?

Resource planning must include people, materials, time, cost, and opportunity cost—not just the budget line item. :contentReference[oaicite:22]{index=22}

Leaders often undercount the true cost of a plan because they ignore hidden trade-offs: the work your best people won’t do because they’re doing this, the delays created by competing priorities, or the costs of rework when quality is rushed. Cost-effectiveness is a management responsibility, so the plan must be comprehensive and honest. Bigger firms may have finance partners model this; smaller firms can still do it with a simple cost worksheet if they include opportunity cost and time. :contentReference[oaicite:23]{index=23}

Do now: List the top 5 resource constraints (people/time/money/tools/approvals) and decide what you will stop doing to fund this. :contentReference[oaicite:24]{index=24}

Why should you plan for obstacles and contingencies from day one?

Because nothing ever goes to plan, and resilient projects are built with “Plan Bs” baked into the fabric. :contentReference[oaicite:25]{index=25}

Ancient wisdom stays ancient because it’s true: surprises happen. The planning mistake is pretending the timeline will be perfect and then panicking when reality hits. Better leaders factor in extra time early, identify likely failure points, and decide in advance what they’ll do when key risks occur—supplier delays, staffing changes, approval bottlenecks, customer needs shifting, or tech dependencies breaking. This is especially valuable in complex, multi-stakeholder environments where one snag can cascade. :contentReference[oaicite:26]{index=26}

Do now: Create three contingencies: “If X happens, we will do Y by Z date.” :contentReference[oaicite:27]{index=27}

How do you track a plan so you can fix problems early?

Tracking and measurement create early warning beacons so you know you’re drifting off course before the crash. :contentReference[oaicite:28]{index=28}

“What gets measured gets done” is more than a slogan—measurement gives you control. Leaders should focus on essentials: the few indicators that prove progress and reveal risk. The purpose isn’t bureaucracy; it’s visibility. Before starting, you analyse which factors could prevent success, then build measures that show whether those factors are becoming real. In fast-moving teams, weekly reviews may be enough; in complex organisations, you may need milestone gates. Either way, measurement keeps the plan alive. :contentReference[oaicite:29]{index=29}

Do now: Define 3 leading indicators (early warnings) and 3 lagging indicators (results), and review them weekly. :contentReference[oaicite:30]{index=30}

Conclusion

The eight-step planning process is your map: **get the map right, then follow it with vigilance and adjustment.** It sounds simple, but real-world planning is never “set and forget.” Conditions change, obstacles appear, and teams drift—so leaders must keep recalibrating while protecting the outcome. The organisations that win aren’t magically smarter; they’re more disciplined about planning, measurement, and follow-through. :contentReference[oaicite:31]{index=31}

Quick next steps for leaders

• Clarify the desired outcome and sell the team on it.

• Establish the current baseline with hard numbers.

• Break goals into daily units and assign ownership.

• Build Plan Bs before you need them.

• Track essentials weekly with early warning beacons.

Author credentials

Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダā). :contentReference[oaicite:38]{index=38}

Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. :contentReference[oaicite:39]{index=39}