If you plan for nothing, that’s likely what you’ll achieve.
By Peter Lyle DeHaan, PhD
I’m a big advocate of planning. I have a plan for each day and a plan for the week. I have a plan for the month and for each quarter. I also have a plan for the year. It’s not elaborate, but it is written down. It guides me in all I do.
Do you have a plan for this year? If you don’t, no worries. Start one today. If you follow it with care, you’ll finish the year strong. Here are some ideas to consider:
Grow Your TAS
Most answering service owners and managers want to grow their business. No one wants to command a sinking ship. And few people enjoy working for a business that’s just floating along. No, we want to watch sales and revenue trend upward.
Your growth goal can be a percentage or a net number of new clients. You can make it aggressive or stay conservative. The main thing is to pursue an increase in size. This isn’t because bigger is better, but for economies of scale and increased revenue.
Every leader is surrounded with opportunities. The problem is seizing them. Too often, especially in the TAS industry, the focus becomes on dealing with the day-to-day, leaving no time for tomorrow, let alone the rest of the year.
These opportunities could include pursuing a new market, making an acquisition, or investing in technology. It might be time to reorganize your business, streamline operations, or overhaul sales and marketing. You can’t tackle all these items. That would be impossible. However, you can pursue one or maybe two. But if you don’t make it part of your annual plan, it’s likely you’ll never get around to it.
Just as there are opportunities all around us, we also have problems. (I often euphemistically call problems, opportunities. Because they are.) Problems seldom go away on their own. Instead they fester, getting bigger and badder with time. Pick the largest problem facing your TAS, and make it your goal to eliminate that problem this year.
Hire Key Staff
Most answering services are in a constant state of hiring. Because of the need to keep a full schedule of trained employees, it’s hard to divert attention to mid and upper-level management concerns. But we must. Should you add a position? Do you need to find a replacement for one person, so you can later promote them? Is there some work you should offload to give you more time to lead, strategize, and succeed?
As you plan for this year, don’t get carried away. Keep it simple. Make it attainable. Then by years’ end you can take inventory and celebrate the great things you accomplished.
May this be your best year yet.