A few years ago, I was working with a leader who was a department head as well as a member of the organization’s executive team. This leader had a healthy department with positive attitudes, good communication and strong relationships; however, several of the other departments within this organization were not so fortunate. There were many challenges going on in other departments from high turnover, continued gossip, poor communication and lack of trust, just to name a few.
When the conversation would turn to the challenges other departments within the organization were having, this leader would often say, “I am taking the high road and choose to stay out of the drama”. At first blush this seemed very noble; however, the challenge was that the “drama”, so to speak, was real and the other teams were quickly becoming dysfunctional.
Thanks for joining us again for the second entry in the Strategic Transformation Series. In the first entry we talked about The Strategy and Engagement Connection. We look forward to your comments and questions as we dive into how strategic planning can not only enhance your company’s bottom line, but the engagement of your employees as well.
Let me ask you a question. When is the last time you read your strategic plan? If you are like most leaders, you read it when it was published (if you even read the entire plan then…). If you didn’t have anything to do with creating it, you most likely felt one or more of the responses below:
Now some of you may have answered the first question with “I read it last year at performance time; our goals and objectives were tied to the plan.” But I’m willing to bet that that hasn't gone so well for you or your team members either. What we often see is that the new goals and objectives aren't clear, or it’s not obvious how your current job objectives should be aligned to the goals/objectives. It’s also very possible that you aren't in agreement with the priorities or approach to the objectives.
Most of us will go about doing our job anyway, even when we do not understand or agree with the strategic plan. However, I encourage you to ask yourself this question, “Are you really making a difference toward executing the plan?... Do you care?... Do you feel that sense of contribution and purpose that you want in your job?”
Most leaders agree that a strategic plan is necessary. You invest your time, money, and resources to develop the plan, so why are so many strategic planning binders sitting on the shelf collecting dust?
One would think that an organization that has invested time, financial resources, and mental effort into strategic planning surely intends for it to launch a transformation of the organization. As engaged and effective leaders, we want to do better than the typical stagnant and abandoned strategic plan documents that do little to align, engage or create change in an organization.
You may now be asking, “How can I create this transformation?”
At MSBC we believe that HOW we lead and execute the planning process is just as important as what comes out of it.
Simply put, strategic planning, when done well, is an opportunity to engage in creative thinking about the possibilities of the organization, and develop stronger leaders and teams while defining the future and how to get there. Lastly, it must also include integrated implementation throughout the operational divisions to drive buy-in and commitment to the goals of the organization so that it doesn't just collect dust.
As an engaged leader, would you like to see this kind of transformation and alignment in your organization?
We will continue our dive into “Strategic Transformation” next week as we explore the “HOW” and discuss important components of what will help your organization transform itself with the help of your powerful and engaged workforce. I hope you’ll join us and give us your thoughts and feedback.
MSBC brings an innovative approach and a team with extensive experience to guide your leadership through this Strategic Transformation process. Let us know if you like to learn more at .