Annual Planning

Start by writing down 3-5 major goals for the year. Each one should follow the SMART framework - that means being Specific, Measurable, Attainable, Relevant, and Time-Bound. Don't stop there. Add 1-2 stretch goals that push your team beyond their comfort zone. These are the ambitious ones that might feel slightly out of reach - but if you hit them, the payoff is significant. Tips for setting effective goals:Write goals in active voice ("Increase revenue by 20%" not "Revenue should be increased") Assign a clear owner to each goal Make sure each goal ties back to your company's mission Include both financial and non-financial targets

Create a 12-month financial forecast that covers both expected income and planned expenses. This isn't just paperwork - it's your early warning system for cash flow problems. Break down your projections month by month. Include labor costs, supplies, overhead, and any major purchases. Be realistic, not optimistic. Key documents to prepare:Projected income statement (profit and loss) - shows if you'll actually make money Balance sheet projection - tracks your assets, liabilities, and equity Cash flow forecast - reveals when you might run short on cash Pro tip: Your projections will help you figure out the best timing for big projects and when you might need outside financing.

Big annual goals are useless without smaller milestones along the way. Take each major goal and break it into quarterly targets - these become your checkpoints. For every checkpoint, define specific metrics that show whether you're on track. Vague progress reports won't cut it. You need numbers you can measure. How to structure your checkpoints:Q1: What needs to happen in the first 90 days? Q2: Where should you be at the halfway point? Q3: What adjustments might be needed based on actual results? Q4: Final push - what's required to hit the target? Schedule monthly or quarterly reviews to compare actual progress against these checkpoints. Catching problems early gives you time to course-correct.

Hope for the best, plan for the worst. Set up your financial safety nets before you actually need them - scrambling for cash during a crisis is a terrible position to be in. Essential contingency measures:Build a cash reserve covering 3-6 months of operating expenses Secure a line of credit while your finances look healthy (banks are less generous when you're desperate) Identify non-essential expenses you could cut quickly if needed Know which projects could be paused or scaled back Throughout the year, compare your actual financial results to your projections at least monthly. Small problems caught early rarely become big crises. But ignore the warning signs, and a cash flow hiccup can spiral into something much worse. Document your Plan B clearly so everyone knows what to do if conditions change.

Now bring it all together. Schedule a meeting with key stakeholders to walk through the complete plan - goals, budget, timelines, and contingencies. What to cover in this review:Does each goal still make sense given the budget constraints? Are the quarterly checkpoints realistic? Has everyone who needs to buy in actually agreed? What are the top 3 risks, and is the team comfortable with the contingency plans? Get sign-off from decision-makers before distributing the plan. Nothing kills momentum faster than approving a plan that leadership later questions. Once approved, communicate the plan clearly to everyone who needs to execute it. A plan that lives only in a document is just a wish list.