Amping up your Strategic Plan
Amping up your Strategic Plan…
A well-intended and proud CEO said to me and his CEO Forum colleagues, “I have just sent MY Strategic Plan to everyone in MY business”.
He was emphasising the points: (1) that he had shared the Strategic Plan with all 163 members of his business; (2) that there was nothing to hide from them; and (3) that he wants them to all know where the business is going.
The intent was terrific!
There were however a few flashing amber lights, that we can LEARN from, and ensure you’re not undoing a lot of the good work you already do. Here are some points to consider and reflect upon…
“MY” strategic plan… The best organisations have numerous people helping contribute to and shape a Strategic Plan. In fact, the Strategic Plan belongs to the BUSINESS and should be spoken of as “OUR” strategic plan. When a CEO makes it about THEM, it’s a major turn-off for their people.
Great leaders totally believe that other people have value to add, know more than them about a range of topics, and/or have differing perspectives that can enhance their own understanding and opinions. Strategic Planning should ALWAYS involve a range of people from your business. 100% of members of the Leadership Team should be involved. Emerging leaders and subject matter experts across the business should also be engaged in building, shaping, and/or honing the company’s Strategic Plan, and not necessarily directly involved in the Planning Meetings themselves. But, get their “finger prints” all over the plan. It’s a major engagement multiplier!
Similar to point above, the more people that have involvement in building the Strategic Plan, the more they will feel engaged, and OWN the Strategic Plan itself! If you want to bring the Strategic Plan to life, you need an army of people to continue to spruik its virtues and reinforce the execution of it. Anyone who had a part in the Strategic Plan’s creation will want it to succeed.
SENDNG a Strategic Plan out that YOU understand is dangerous. People will not have the same level of understanding about the Strategic Plan and Business as you do. Anything like this should be sensitively, and sensibly “rolled out” to your people. Not all people want to know ALL parts of the plan. What they will primarily want to know is
a. Where is our business going?
b. What does it mean for me?
Think about what your people want to know and shape a range of communications to deliver tailored messages. Your Leadership Team and other members across the business should be engaged to assist with the communication roll-out of the Strategic Plan. As an example, we had created an EXPO for a business with about 400 people. We had a “stall” for each business function or division. Manned by their people, all staff made their way around each “stall” in groups, listening to a functional presentation, and opening up for questions. It was a high energy, highly engaged activity, that brought the Strategic Plan to life like never before. Not surprising, the organisational engagement and results trended up from that point too.In addition to explaining the Strategic Plan as per point 3 above, think of ways you can deliver the required messages. Your aim is to do it with conviction, authenticity, and passion. Your team want to know that you totally believe in this Strategic Plan. They want to know that it means the business is likely to flourish, and there are opportunities for them to grow, and even just to enjoy a stable, steady, sustainable career working for your business.
In summary, the BUSINESS’ Strategic Plan must be communicated and understood by all people in the organisation. It’s creation, honing, and communication across your business is pivotal to the success of your business.
Please contemplate the 4 points above. Assess how you adhere to these pragmatic approaches, and adjust the way your business plans its future and engages the team around it.
How we communicate OUR strategic plan is something you as the CEO and your team should be considering throughout the year!
Grow well
Adam