Until now we have concentrated on figuring out where we are, in a business sense. What we haven’t discussed yet is how to get where we want to go.
For this we need two things: a map and a route. We create both of these by
gathering up the very essence of our tourism/hospitality business, by knowing:
This baseline knowledge helps us form a vision and a strategy to deliver that vision. To do the latter we must set goals and objectives, and draw up our action plan to take us from A to B. Indeed, this phase is, in many ways, one of the hardest parts of the journey.
An action plan is all about taking the broad-brush ideas and pulling them together into a road map for us to use in the months ahead. It is crucial that both the vision and route map are shared with – and by – everyone in our organisation. For a vision is more attainable if it is collective and everyone knows not only the intended route, but also their role and responsibilities in negotiating the terrain ahead. The team that walks together arrives together.
However, it is important to keep in mind that the map, or, at least, the version we have, may not always be 100 per cent accurate. There may be unforeseen obstacles or diversions along the way.
We must keep an open mind and remember that the route map isn’t set in stone. We must be prepared for the unexpected and be able to react in a timely and considered manner. Deviations from the route should, in addition, be agreed with all concerned. To do otherwise is to risk losing our direction and disaffecting members of the party on whom we are relying.
All that remains to be said is remember the Kendal cake, and only close gates that were shut when you got there.
