Why not pull them together and facilitate the development of that plan you mention so that they feel like and are part of defining what should be done and so they understand it and can support it.
There is absolutely nothing wrong with being spontaneous. Maybe a concept will help here. There is a really good chapter in "Please Understand Me II" about leadership. It explains 4 types that each temperament tends to gravitate to:
- SPs (tactical leadership)
- NTs (strategic leadership)
- NFs (diplomatic leadership)
- SJs (logistical leadership)
I have found that I'm best at strategic. I'm good at tactical as well. Diplomatic and logistical are less strong. In particular, logistical leadership bores me. I can develop the detailed plan as well or better than most but it just doesn't particularly interest me to be ticking and tying to that on a daily basis. Left to my own devices, I will provide that strategic leadership (though not always communicating it as well as I need to) and exercise a lot of tactical leadership on a day to day basis. The result is that people may not understand why I'm making or directing some of the moves that I'm making. I have to remind myself to explain things. To compensate for some of these natural tendencies, a major thing that I do is to realize what I'm good at, what I suck at and to team with others where I have weaknesses. Part of it is letting go and allowing people to run with things, in particular in those areas of weakness. I have learned that it isn't a good idea for me to call all the shots. So to compensate for these weaknesses, I will mostly unconsciously engage with others that can provide the logistical leadership and diplomatic leadership for us to be an effective team working together.