21/05/2026
𝐀 𝐩𝐥𝐚𝐧 𝐧𝐞𝐞𝐝𝐬 𝐭𝐨 𝐛𝐞 𝐭𝐫𝐚𝐜𝐤𝐚𝐛𝐥𝐞
At its core, a plan either is — or distils into — numbers. Those numbers allow you to compare actual performance against what you set out to achieve and begin to understand any differences.
Most accounting systems include budget and forecast functionality. Once you input your plan, comparisons can be produced monthly, quarterly and annually. This allows you to move beyond simply recording results and 𝐬𝐭𝐚𝐫𝐭 𝐭𝐨 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐰𝐡𝐚𝐭 𝐢𝐬 𝐡𝐚𝐩𝐩𝐞𝐧𝐢𝐧𝐠 — and what decisions need to be taken.
Viewed in isolation, a P&L is just a record of an outcome. It shows where you have ended up, but not why. The result is the consequence of a series of decisions, many of which are not immediately visible in the numbers themselves.
Set against a plan, those numbers gain context. A story begins to emerge. Sales are down x%, margin is off by y%, overheads have increased. From there, you can begin to 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐭𝐡𝐞 𝐝𝐫𝐢𝐯𝐞𝐫𝐬 𝐨𝐟 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐚𝐧𝐝 𝐭𝐚𝐤𝐞 𝐚𝐜𝐭𝐢𝐨𝐧 — whether that is adjusting operations, refining pricing, or changing your approach to sales and marketing.
Tracking also allows you to challenge the plan itself. If new information suggests that targets are no longer achievable — e.g. loss of a major client, the plan should be adjusted. Left unchecked, an unrealistic plan can quickly become a source of frustration rather than direction. Planning is iterative.
This is the ‘T’ in a 𝐕𝐈𝐓𝐀𝐋 plan. Next, we’ll examine Accountability — and how ownership within a plan focuses activity and drives ex*****on.
*****on
14/05/2026
𝐀 𝐩𝐥𝐚𝐧 𝐧𝐞𝐞𝐝𝐬 𝐭𝐨 𝐛𝐞 𝐈𝐧𝐭𝐞𝐫𝐫𝐨𝐠𝐚𝐛𝐥𝐞 𝐭𝐨 𝐛𝐞 𝐮𝐬𝐞𝐟𝐮𝐥
A plan needs to be interrogable. It should be capable of being tested and challenged, not simply presented as a set of outcomes. Interrogability creates credibility, and a credible plan supports better decision-making.
All plans are built on assumptions, whether stated or not. These might include expectations around economic stability, inflation and interest rates, regulatory change, or the competitive landscape. Left unexamined, these assumptions can weaken the plan.
An interrogable plan makes those assumptions visible and explains how outcomes will be achieved.
For example, increasing sales by x% is not a plan in itself. It’s an ambition. 𝐒𝐚𝐲𝐢𝐧𝐠 ‘𝐰𝐞 𝐰𝐢𝐥𝐥 𝐠𝐫𝐨𝐰’ 𝐢𝐬 𝐧𝐨𝐭 𝐚 𝐩𝐥𝐚𝐧, and nor is build it and they will come. Explaining how is. A plan requires a clear route: launching a new product or service, improving client retention to x%, or acquiring y new clients at an average value of £x. Each of these raises further questions: how will those clients be won? What channels will be used? What resources are required?
This process of questioning does not undermine the plan — it strengthens it. It can expose weaknesses, refine assumptions and improve the quality of decisions. At the same time, it is important not to overcomplicate it. 𝐓𝐡𝐞 𝐨𝐛𝐣𝐞𝐜𝐭𝐢𝐯𝐞 𝐢𝐬 𝐧𝐨𝐭 𝐩𝐞𝐫𝐟𝐞𝐜𝐭𝐢𝐨𝐧, but progress.
This is the ‘I’ in a 𝐕𝐈𝐓𝐀𝐋 plan. Next, we’ll examine Trackable — and how measuring performance against a plan can begin to improve it.
*****on
07/05/2026
𝐖𝐡𝐞𝐧 𝐚 𝐩𝐥𝐚𝐧 𝐢𝐬 𝐯𝐢𝐬𝐢𝐛𝐥𝐞, 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐜𝐡𝐚𝐧𝐠𝐞𝐬
When a plan is visible — and not just committed to memory — it begins to define focus and direction. It gives the business something concrete to align around, allowing activities, priorities and people to be organised with greater clarity.
It also makes communication possible. A visible plan can be shared, discussed and translated into responsibilities and targets. For example, setting an objective such as 𝐢𝐧𝐜𝐫𝐞𝐚𝐬𝐢𝐧𝐠 𝐬𝐚𝐥𝐞𝐬 𝐛𝐲 𝐱% 𝐨𝐫 𝐢𝐦𝐩𝐫𝐨𝐯𝐢𝐧𝐠 𝐦𝐚𝐫𝐠𝐢𝐧 𝐛𝐲 𝐲% provides a clear signal and creates a reference point for decision-making.
This becomes even more effective when teams are involved. People working within the business bring operational insight and context that may not be visible at leadership level. When direction is clear, those insights can be applied in ways that support the overall objective.
A well-known example comes from British Airways, where an employee suggested descaling aircraft toilet pipes to reduce weight. The result was an annual saving of c. £600k from a single idea. That kind of contribution is far more likely when people understand the plan and can see where they can add value.
Visibility also matters externally. Being able to demonstrate performance against a plan builds confidence with banks, investors and other stakeholders. It shows not only where the business is, but where it is going and how it is being managed.
This is the ‘V’ in a 𝐕𝐈𝐓𝐀𝐋 plan. In the next post, we’ll examine Interrogable — and why a plan needs to be challenged to remain useful.
*****on
30/04/2026
𝐖𝐡𝐲 𝐰𝐫𝐢𝐭𝐢𝐧𝐠 𝐚 𝐩𝐥𝐚𝐧 𝐝𝐨𝐰𝐧 𝐜𝐡𝐚𝐧𝐠𝐞𝐬 𝐡𝐨𝐰 𝐲𝐨𝐮 𝐫𝐮𝐧 𝐚 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬
The moment you create and commit a plan to paper, something shifts. The plan becomes:
• 𝐕isible → it defines focus and direction
• 𝐈nterrogable → assumptions can be challenged and decisions made
• 𝐓rackable → performance can be tracked against it
• 𝐀ccountable → expectations and responsibilities are clear
• 𝐋inked → it creates a bridge from current performance to a future state
In other words — writing it down is what enables a plan to become 𝐕𝐈𝐓𝐀𝐋.
There’s solid evidence behind the benefits of having a written plan. For example, research from the Dominican University of California (2015) found that people who wrote down goals, shared progress, and reported regularly achieved far higher completion rates — often cited at around 76% versus 43% for those who didn’t.
A written plan gives you something to measure against. It helps you steer rather than drift. Once you can measure and compare, you can begin to improve and focus. Decisions align.
It does not need to be a daunting or a complicated exercise. You can start with just a few simple numbers – in the P&L; turnover, margin, overheads – where do you want them to be in the next year, in the next five? In your balance sheet, consider funding, stock, and capital.
Load or key your plan numbers into your accounting system, so you can track your performance every month, quarter, annually.
That’s where clarity starts.
This is part of a short series exploring what makes a plan VITAL in practice. In the next post, we’ll examine Visibility.
*****on
02/11/2025
Just as your hours as the founder are an asset – so is your team’s time – but if you don’t manage it, it can quickly become a cost.
In the UK a full-time minimum-wage role is £24k. This will be £30k + fully loaded. 𝐈𝐟 𝐲𝐨𝐮 𝐥𝐞𝐚𝐬𝐞𝐝 𝐚 𝐦𝐚𝐜𝐡𝐢𝐧𝐞 𝐚𝐭 𝐭𝐡𝐢𝐬 𝐫𝐚𝐭𝐞 𝐲𝐨𝐮 𝐰𝐨𝐮𝐥𝐝 𝐞𝐧𝐬𝐮𝐫𝐞 𝐢𝐭 𝐢𝐬 𝐨𝐧 𝐚 𝐦𝐚𝐢𝐧𝐭𝐞𝐧𝐚𝐧𝐜𝐞 𝐬𝐜𝐡𝐞𝐝𝐮𝐥𝐞 – preferably preventative. You wouldn’t leave its performance to chance – yet we often do exactly that with our recruits, expecting them to just get on with it.
Take the same approach with people though and you can reduce your costs: more output, less rework, lower recruitment fees, fewer absences.
Embed a simple employee “preventative maintenance” schedule
• 𝐎𝐧𝐛𝐨𝐚𝐫𝐝𝐢𝐧𝐠 30/60/90: clear milestones to full proficiency.
• Regular 1:1𝐬 (not endless appraisals): keep them short and right-sized.
• Annual 𝐠𝐨𝐚𝐥𝐬 (3–5 outcomes): set once, review mid-year and year-end. Keep them tied to margin, quality, or customer impact.
• 𝐏𝐫𝐚𝐜𝐭𝐢𝐜𝐞 𝐭𝐢𝐦𝐞: a small, repeating slot for training, SOP refresh, and automation ideas.
And use what you already have. Many payroll platforms including QuickBooks double as lightweight HR systems—policies, leave, document storage, basic reviews, and surveys.
Switch those features on.
02/11/2025