All too often, strategic planning is more about what you say you are doing than about what's really happening. Sure, many of the end results are attained, but there's an awful lot of uncontrolled variance, danger and waste in between. Lack of plan conformance and commitment frustrates people and leads to cynicism. In the face of this disparity, the leader's continuing challenge is to make planning effective and integral to the fabric of the organizational life.

This is not to say that all planning is smoke and mirrors. Some elements of any plan are part and parcel of daily activities. These elements are real because they already exist, often informally and are extensions of what is and what can be expected - routine operations, for example. These are the elements that make the least impact on growth and prosperity. Other elements, often those requiring strategic thinking and highly charged with change possibilities, challenge deep-seated, and long-standing ways the organization goes about its daily business. These are often resisted and results, if achieved at all, are often achieved through "work-arounds."

Often the most effective planning happens when the organization is in crisis and the organization's very existence is in jeopardy. Accepting new ways and ideas - and staying on plan - is not an option. When you plan, how can you get better results?