Now, I also know a thing or two about my fellow CEO’s and pretty much, they are never happy with the results anyway – always could have been better, faster, more creative.
But point being … implementation surely does get a bad wrap. And why is that? Because everyone wants to come up with the great ideas, the creative strategies, the flavor of the month … but no one wants to actually DO them. Where is the fun in that?
Unfortunately, it will be even less fun for you if you don’t get your act together and implement.
Yes, those Presidents and CEO’s do have everyone else working FOR them on the plans in place, but they are still responsible for reporting to the Board, the advisors, their peers – whoever is “expecting” them to deliver on what they said they would accomplish.
So, you have the leaders who drive the strategy down to the people who are in charge of implementing. The people who are in charge of implementing who may or may not have had anything to do with the strategies put in place. And then back to the leaders again who either a) celebrate the wins of the enthusiastic company employees or b) begrudgingly attend their next Board meeting with less than stellar results to share.
How do we solve our less than enthusiastic desire to implement?
First off, to the leadership out there - who did you hire to help you with your strategic plan? Was it an internal resource looking to get some brownie points who ultimately went back to a job that had nothing to do with your strategy? Perhaps it was an outside facilitator who shook your hand at the end of your session and it was the last you saw of him until he came back 6 months later looking for more business.
Whoever you do choose to help create the strategic plan (even if it’s yourself) … be sure this person can be responsible for following up on that plan. Allow this person a few hours a month to hold a meeting with everyone accountable to see of their progress. Incentivize this person to keep everyone on track – whether it is a small bonus or a new title. Having strategy in a person’s title and/or job description can go a long way in someone’s psyche.
And if you are the “do’er?”
What can you do to be sure this plan is implemented for your boss? Ummm. How about do it? That seems to a good answer. It’s why you were hired. And … you have a job! Thousands of people would do anything to be in your shoes right now. Tired? Bored? Discouraged? Try looking at life before work and looking forward to each day as a new day of life … not paperwork.
And for others out there - just because you were not involved in the strategic planning sessions, does not mean you were not considered by those who represented you or your department. And if you have a problem with the actual direction your leader has placed into action, then maybe it is time to consider a career move. The last thing your President or CEO needs is a cranky employee who sits around and complains to everyone about the work he or she has to do … while not doing it.
Note: It is understandable if you have extenuating circumstances which do not allow for proper implementation – but you better be sure you let your manager know so you can get a reprieve.
So there you have it – the simple and short answer to the successful implementation of your strategic plan.
1. Hire someone to help with the creation of the strategic plan and who will be incentivized in some way for keeping everyone on track after the plan is developed, whether that is an employee, an outside facilitator/consultant or even you.
2. Be sure to hold periodic status meetings to hold people accountable and find out what obstacles may be standing in the way of their success.
3. And, make sure you have the right employees on that bus we have heard so much about. Or that you are SITTING on the right bus. There are lots of other buses out there – in fact, the China Town buses have some great rates these days.
Note: If you choose to incentivize everyone for the success of the plan, that’s great, but just don’t get too crazy … after all, everyone’s primary job is to follow the leadership of the company. If you have provided a fair, rewarding and enriching environment and culture for your employees to begin with, you don’t have to worry about disappointing anyone - just worry about how many drink tickets you will hand out at this year’s end of the year celebration.
Next on "Reality Check" - expectations ...
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