Is Your Team Truly Committed to the Strategy?

Picture of leaders starting at a strategic plan

Yes, we get that your team generally agreed with the corporate strategy you presented in the last meeting. They seemed to think it sounded like a good plan.

But you need so much more than their simple “okay” to effectively implement a strategy. You need the team’s full, enthusiastic backing…their commitment to devote their time, energy and resources to the changes and hard work ahead.

You can’t count on “group speak.” You need to talk with your senior team, one-on-one, to make sure that each member:

  1. Clearly understands the strategy
  2. Buys into the rationale for the plan
  3. Believesin the necessity of executing the strategy for the good of the business
  4. Is willing to hold themselves and their teams accountable for implementation
  5. Feels that it is implementable in your unique corporate culture

If you sense hesitation or disagreement, now is the time to uncover it…before one of these senior leadersknowingly or unknowingly sabotages the effort. It may just be a matter of giving them time to adjust to the changing situation. Remember, change never comes easily, and you must realistically expect some resistance. But, if there’s little improvement in a naysayer’s attitude, you may need to try to bring them around with more than persuasive discussion and charts.

Try taking them on a journey of discovery. Let them experience the difference between doing things the old way and what it will feel and look like doing things according to the new strategic plan.Just as it has been proven that experiential learning is far more powerful than lecture, the proof is in the pudding. Here are two examples:

  1. If your strategy is based on improving customer satisfaction, take your team on a tour of the call center. Show them the difference between a call where the rep had to pass along a customer from one level to another (insert any phone company here) and where the rep was given authority to simply and quickly solve the customer’s problem (think Zappos). It is easy to see how one interaction ends up with a frustrated customer and the other with a loyal customer. What does that mean for the business? What changes in behavior will result in more satisfying customer interactions? Give your team opportunities to experience, at the customer level, how business results will be improved and discuss what it means for them and their teams
  2. Or let’s say your strategy calls for improving the retention of top talent by raising the skill levels of your middle managers. Identify some real-life scenarios that show the “before” and the “after.” Let them experience the frustration of being managed poorly and the greater motivation of an employee who is managed well.

To gain the full commitment you need for the success of your strategy, you may need to take your team out of the board room and into the trenches.

To learn more, please download this strategic communications whitepaper: http://www.lsaglobal.com/whitepaper-download/whitepaper-download/best-practices-whitepaper-download-5-expert-tips-better-communicate-strategy/

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