Completion Dates
Adam Payne • 4 February 2020
Completion Dates Are Key!
One of the key’s in setting Objectives
is a "when date", what I observe is we work on weeks and normally Friday’s being the action end (what’s wrong with Monday, Tuesday, Wednesday, Thursday???)
One of the ways to look at this is understanding your times between reviews/meetings and ensuring the completion date is between them, additionally get the solution completed a bit before the review date to see how the output has changed.
Another way ensures your actions are assigned a time (minutes/hours), then allocate a specific time each day that you can work on the solution based around you daily routine and stick to it!
If you have a more substantial initiative, the key is breaking it into pieces (eat the elephant one bite at a time) that can be accomplished within a few weeks. Again, allocate a time/day to work on it.
Here's a link to my digital resources page where you'll find numerous templates and exercises, some free and some paid, including my unique 90 Day Action Plan template, ensuring you understand the timing of each task and how that breaks down in to getting things done. - Digital Resources
#smallbusiness #solopreneur #Entrepreneur #sales #business #growth #mindset #sme #bgauk

UK manufacturing growth numbers get committed in the boardroom, the bank, to a group MD or across the kitchen table, while the capacity, decision rights and reporting lines needed to deliver them are quietly assumed rather than built. A practical look at where that gap comes from and what closing it actually requires.

UK manufacturing firms stall at roughly £3m, £10m and £25m for structural reasons, not effort. This guide explains each growth ceiling, the warning signs (decisions queueing on the owner, revenue rising while margin flatlines, knowledge trapped in 3 or 4 heads), and the specific changes that break through each one.

A practical risk register for UK micro and medium manufacturers: ten marketing roadblocks, including capacity limits, late payment cash flow squeezes, key person dependency, platform changes and staff turnover, each paired with an early warning sign and a specific contingency to plan around before it derails growth.







