Nobody disputes the importance of a strategic plan. Organizations of all shapes and sizes require clear goals and measurable objectives to guide their path to success.
But all too often, once the hours are invested and the plan is written, it is seldom referred to again, disappearing into a vacuum of inefficiency. In a business climate where executives are battling time and the economy, achieving buy-in, clearly communicating organizational goals, and implementing the plan through to completion is the difference between simply having a strategic plan on paper vs. actually seeing it through to success. Here are some pointers to help you turn your plan into a reality.
First and foremost, brevity is essential. One-page working documents are more effective than thirty-page glossy plans. A brief but well-articulated plan gives everyone in the organization a clear, concise picture of the organization’s key goals and how it attends to achieve them. Describe each initiative by outlining where the company is now, where you want to go, when you want to get there and how you plan to get there. Also include name of the team members responsible for each assignment for greater accountability. The plan should be created by those who have a vested interest in the outcome. This can vary by organization, but blending operational managers with strategic thinkers on the planning team often results in a plan that is visionary, yet detailed and realistic.
After you have written the plan, communicate your vision to the entire organization to ensure that everyone buys in to the mission and clearly understands his or her role in the process. Short slogans or tag lines of three to eight words are an excellent way to remind employees about the company’s vision; create one and use it on e-mails, stationery, and brochures.
It is also essential to send the message to your team that this is not a one-way communication process but an inclusive effort in which their feedback is invaluable. If you don’t have time to survey every employee, make an effort to call or chat with your employees in the hallways, asking them for their thoughts on the process. You will likely achieve valuable insights that you can use as you update and finalize your plan.
Translate the company’s vision and goals down to each individual by aligning the employee’s goals with the overall strategic plan. Adjust compensation to add another layer of reinforcement toward achievement of the larger objectives.
Setting reasonable deadlines enables you to create accountability among the staff and also evaluate your success incrementally. Build in 30-, 60-, and 90-day review points to provide an opportunity to reset the must do actions. It is important to distinguish the must do items from those you should or could do. Must do items are those considered critical to the success of each objective. Don’t shy away from holding people accountable or let “lack of time” be an acceptable excuse.
Finally, don’t be afraid to adjust a goal if the situation has changed making it unachievable or no longer a desirable outcome. A plan is a living, breathing organism that is likely to evolve and mutate with changing economic trends and new intelligence. Always maintain your flexibility, while remaining fixed on your overall vision.
During a slow economic recovery, executives can’t count on momentum carrying a company forward. They need to create change, and the only way to move an organization toward a new strategic vision is by managing strategically.