Unless you're in a start-up or small business, it's impossible to have everyone in the firm physically "in-the-room" for strategy sessions. However, using a strategy-as-a-continuous-process approach, it is possible and desirable to involve everyone in the work of strategy from ideation to execution. But first, you've got to re-plumb the trickle-down strategy process approach to something significantly more inclusive.
The best partnerships in my experience involve deep integration of business processes, including development, sales and marketing, and customer service, all aligned around a clear audience and strategy. Inherent in this process is the need for you to invest time and money, for people, product, promotion, and programs.
People do their best work when they have context for their labors. Here are three discussions managers should be having with their team members to promote performance and stimulate career growth.
Anyone who has invested time in renovating an older home understands surprises and conundrums emerge every time a wall or ceiling is breached. There are parallels in the world of management where the twists and turns of the marketplace demand change. Great tradespeople and great managers find a way through wicked problems using creativity and critical thinking. Here are seven lessons I was reminded of during a recent renovation project.
The conversations I genuinely worry about are the ones that aren’t taking place. As a leader, just thinking about what’s not getting talked about should scare the daylights out of you.
In my experience, most strategy discussions go sideways. After all, they are typically about change and we're wired to fear and resist change. There are however some practices you can adopt to help strengthen the quality of these essential and sometimes existential discussions. Here are 5:
It’s no secret that top leaders and their management teams struggle with strategy. After all, choosing a direction, saying “no” to other opportunities and then creating a blueprint for organization-wide involvement is one of the most difficult challenges of organizational life. This challenge is made easier however, when leadership ensures all employees have the opportunity to internalize and develop an emotional connection to the strategy.
Great management teams are hungry to win in the moment and relentless at building for the future. It takes discipline and deliberate efforts to separate the here and now from an imagined but uncertain future—yet success over time demands this effort and discipline. Here are four big behaviors of management teams succeeding today while fighting hard for a great future:
In reality, the work of strategy is some of the most challenging thinking work a firm’s members will do. And truth be told, it’s never really finished. Strategy is a process, not an event, and the work of evaluating, diagnosing, and choosing are never-ending activities.
Too many managers and organizational leaders emphasize answers and directives over questions. You are leaving performance and innovation on the table if you do this. Instead, know that your curiosity is contagious and start leading with open-ended, thought-provoking questions.
