Function Four: To CONTROL

Take a step back now. Can you see, in full view, the tireless work, thus far? Many think, now is the time to relax; I doubt that Ray Kroc ever thought that. The minute you let your guard down, a bit of control is lost, motivation drops below sea level, organization slips a bit, and a plan becomes dusty and forgotten. Do not think for one minute that the job is complete. Evaluation of the plan under way results in controlling the plan and the organization of it.

All angles must be viewed. Feedback from those involved is crucial for the validity of the direction pursued. Charted progress and weighed achievement is necessity when review is in full swing. Structured meetings of the many minds such as cross-functional teams, executive leadership, and departmental kumbayas become the display case for project and/or product analysis. These essential gatherings chart time and development, as well as reveal shortfalls in predetermined timelines, budgets, or sightedness. Controlling the spin of any project controls the potential for failure or missed marks.

This function allows for resolution and change that is compulsory. How is it that nearly 98% of all technology start-ups fail? Poor Management! Think about it, poor management results in failed businesses, lost capital, time vanished, and considerable heartache. 80% of all start-ups fail by year five. That is a considerable amount of time invested in a project, business, or department. How is this possible? The answer is still poor management.

Let's talk a bit about poor management. CEOs, Directors, or Managers are responsible for managing the resources, namely people and money. If a Manager fails to properly manage an employee, he fails the system. If a CEO/President fails to manage the capital, he fails the system. If an employee fails to meet a deadline or falls into bad habits (like overspending), the system fails, not just the employee. The parts are all interrelated. It is a system. Mismanagement of money, mismanagement of people = system failure.

Control. This follows the plan, is preceded by the organization, and is in line behind directing/motivating. Crisis prevention and issue aversion are part of the ongoing process of management. It doesn't have an end date. Marketing projects, recruitments and sourcing, or staffing assignments may have deadlines or necessary completion dates but the "business" does not. You are only as good as your last search. When you hit a stumbling block, recall these basic functions. Did you plan well, enough? Did you carry out the plan? Was there impetus to drive completion? Were the steps monitored and controlled? This is your challenge.

"The conventional definition of management is getting work done through people, but real management is developing people through work." ~Agha Hasan Abedi

rayannethorn