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StrategyRachel Lockett

One-Page Plan and Operating Rhythm

Put vision through quarterly goals on one page, then meet in a rhythm to reflect on it

Difficulty
Moderate
Time to result
~ongoing to results
Steps
4
Confidence
89%

A simplifying planning tool that lays a company's vision/values, strategic intentions/KPIs, annual goals, and quarterly goals across four columns of a single page, paired with a recurring operating rhythm where the leadership team steps back to reflect. Use it so everyone can see how their priorities ladder up to the vision, and so the exec team gets deliberate balcony time.

Origin

Lockett got the one-page plan from Alpine Investors' 'People First Operating Rhythm,' which they implement across portfolio companies; she works in concert with Alpine coaching their portfolio CEOs. Alpine collected data that portfolio companies instituting the rhythm see higher returns. Alpine's Graham Weaver has discussed this on the podcast.

Core principles

  • 01Companies over-complicate alignment — vision, strategy, goals, and values end up in different places resonating unevenly
  • 02Whatever you discuss for the year or quarter should always be viewed in tandem with core KPIs, strategy, and vision
  • 03It's not just the plan but how you create it, reflect on it, and come together around it — that adds connection, not just clarity
  • 04Leadership teams, like individuals, need spacious time off the dance floor to work on the business, not just in it

How to run it

  1. 1

    Build the four columns

    On one page: column 1 = vision and values; column 2 = strategic intentions and KPIs; column 3 = annual goals; column 4 = quarterly goals.

    Pro tip Keep it genuinely accessible so anyone in the company can see how their top three priorities ladder up to the vision.

  2. 2

    Align the leadership team around it

    Have the leadership team come together to align on what you're doing, each person's role in it, and how to communicate it so the whole company has clarity.

  3. 3

    Kick off the year with the plan

    Open the year by sharing strategy, vision, and goals against the simple, accessible plan.

  4. 4

    Reflect every quarter on the balcony

    Each quarter, get the exec team off the dance floor to reflect honestly on what worked and what didn't — with real spacious energy, not a rushed box-ticking exercise.

    Pro tip Ask 'What's an inconvenient truth?' to air the things no one is talking about because everyone's too busy.

    Watch out Doing the reflection as a quick exercise to move on to what's pressing defeats the purpose.

In the wild

Alpine Investors' People First Operating Rhythm

Alpine implements the one-page plan and operating rhythm across its portfolio companies and works with their CEOs to run it. Lockett adopted the concepts after operating inside that rhythm with Alpine's CEOs.

Alpine collected data showing portfolio companies that actually institute the People First Operating Rhythm produce higher returns, and remain committed to the strategy.

Common mistakes

Scattering vision, strategy, goals, and values across different places

When these live separately and resonate unevenly, no one can cleanly answer how their top priorities relate to the vision.

Under-attending to the operating rhythm

Having a plan isn't enough — without deliberate, honest gatherings to reflect, the leadership team never gets the balcony time to work on the business.

Is it for you?

Best for

Founders and leadership teams of scaling companies wanting company-wide alignment from vision down to quarterly goals

Not ideal for

Very early solo builders with no leadership team to align, or teams unwilling to protect real reflection time

From the transcript

I actually got this idea of the onepage plan from Alpine Investors.

1:33:00

It puts your vision and your values on the first column, your strategic intentions and your KPIs on the second column, your annual goals on…

1:33:30

I really like the question, what's an inconvenient truth?

1:35:30

Executive teams leading a complex business need time away from being in the business to work on the business.

1:35:30

From the episode

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Rachel Lockett