{"id":7173,"date":"2018-07-23T11:31:39","date_gmt":"2018-07-23T15:31:39","guid":{"rendered":"https:\/\/demand-planning.com\/?p=7173"},"modified":"2018-07-24T13:07:41","modified_gmt":"2018-07-24T17:07:41","slug":"the-first-one-hundred-days-as-a-demand-planner","status":"publish","type":"post","link":"https:\/\/demand-planning.com\/2018\/07\/23\/the-first-one-hundred-days-as-a-demand-planner\/","title":{"rendered":"The First One Hundred Days As A Demand Planner"},"content":{"rendered":"

\u201cI do solemnly swear that I will faithfully execute the Office of Demand Planner\u2026\u201d<\/em><\/strong><\/p>\n

Often referred to as the bellwether of an administration\u2019s potential success, the first one hundred days of a presidency are scrutinized by political pundits. The importance stems from extrapolating trend \u2013 something demand planners can relate to. After all, if the first steps are taken to the east, when the expected route was to the west, confidence can wane \u2013 along with crucial success elements like trust, reliability and momentum.<\/p>\n

So what trends does a demand planner hope to establish in him or herself when embarking on a new employment journey? Just like the President you can\u2019t go it alone, and wise planners know that they wouldn\u2019t want to. You need folks to want<\/i> to work with you \u2013 it\u2019s not a demand planning monarchy (as fun as that is to think about).<\/p>\n

Drawing on another parallel, demand planners strive daily to steer business conversations from a \u2018past predicts the future\u2019 approach to a\u00a0 \u2018manifest destiny\u2019 shaping approach. A demand planner should also develop expectations for their work based on their experience and how their colleagues operate so they can shape how they will add value and create new, expanded notions of what is expected of them.<\/p>\n

My advice to demand planners in the first critical days and months in the job is this: operate with intention and be thoughtfully preparing yourself for your first \u2018State of the Union\u2019 address (which we in business refer to as the less sexy \u201cperformance review\u201d) from the onset.<\/p>\n

Seek To Understand Before Being Unemployed<\/del> Understood<\/h2>\n

Step 1: Personal Reflection<\/h3>\n

Take stock of your own past experiences \u2013 the good and the bad \u2013 and set your course based on the old \u2018start, stop, continue\u2019. What worked well in your prior roles? What didn\u2019t? Knowing these allows us to start positive new behaviours, stop old negative behaviors and continue doing what works.<\/p>\n

Demand Planners classically fall into INTJ<\/a> (introverted, intuitive, thinking, judging)\u00a0 profiles. [Ed: This is one of Carl Jung’s personality types<\/a>.<\/strong>]<\/strong><\/em> Are you aware of the strengths and limitations of your own personality type? \u00a0If not, research it. “Know thyself” is an important mantra when it comes success in business, not least because it helps us understand how we are viewed by others.<\/p>\n

Approachability trumps aptitude. Empathy beats intelligence. Insights win over ideology.<\/p><\/blockquote>\n

Approachability trumps aptitude. Empathy beats intelligence. Insights win over ideology. And energy can overcome a range of limitations. You might be revving to jump on data or knock socks off with your problem solving abilities but don\u2019t lose sight of why more Sales people typically make it to leadership roles \u2013 it’s because they\u2019re liked. Be likeable, be humble, be bright and be on-point.<\/p>\n

Be likeable, be humble, be bright and be on-point.<\/p><\/blockquote>\n

360 degree feedback surveys to former co-workers are an excellent idea and free online tools like SurveyMonkey make it a breeze. Just remember that feedback is a gift, so don\u2019t get worked-up if you don\u2019t like every response \u2013 try to look at it from each contributor\u2019s lens of experiences with you, what their personality styles are, and how you can start, stop or continue certain approaches and behaviors. This way you can leave behind what didn’t work and keep what does so you can better handle future interactions.<\/p>\n

Step 2: Map Out What You Do & How You Do It<\/h3>\n

A methodical approach should start with being thoughtful about your method. If you\u2019ve got your \u201chow\u201d (to work effectively with people) solidified from reflection, now you need to define your \u201cwhat\u201d (the heck to build an understanding of).<\/p>\n

Here\u2019s the Schneider Method for defining your knowledge assertation plan of attack:<\/p>\n

    \n
  1. What do we do<\/b>\n