Transform Your Next Strategy Update – 5 Attainable Difference-Makers

Share on FacebookShare on Google+Tweet about this on TwitterShare on LinkedInEmail this to someonePrint this page

Most organizations neglect elements which, if included, could maximize a strategy update.

Five strategy-rollout optimizers to discuss in your next management team meeting:

Transform Your Strategy Update

One – Broaden the description to show respect

  • Describe to staff what needs to change but go beyond a minimal description of underlying reasons and summarize industry, competitive, and organizational issues.
  • The expanded description demonstrates respect for the intellectual resources at all levels and will encourage people to broaden their decision-making and embrace your strategy.

Two – Break down expectations so they’re relevant.

  • Describe what the organization as a whole must achieve but go beyond to give examples, for major departments, of things each must accomplish to activate the strategy.
  • It is often surprising how focused people can be on their own areas (also the reason for #1 above), so provide departmental examples to make your intent easier for everyone to grasp.

Three – Bring down timelines so it’s daily

  • Describe the timeline for overall goals but also go beyond to give examples, for major departments, of things each can do daily, weekly to activate your revised strategy.
  • Work-related timelines shrink, from months to days, as you move from administration to service delivery. Translate your strategy into a few daily examples to maximize engagement.

Four – Back them up so it’s team

  • Describe what you expect from your organization and its departments but go beyond to tell them one or two personal activities which you, yourself, will change to contribute in some way.
  • This worthwhile step may surprise a few. Elite leaders inspire by their actions and don’t miss an opportunity to demonstrate that they, too, are part of the team.

Five – Base it on facts so it’s active

  • New strategies keep organizations viable and agile, but any rollout is futile unless lower level departments go beyond words and respond with concrete changes in what they do.
  • Too many middle managers falsely believe verbal suggestions are all that’s required to adjust direct reports’ activities. Leaders know this and find ways to verify actions have been revised.

Please add a comment if you and your team found this helpful.

Leave a Reply

Your email address will not be published. Required fields are marked *