Why Your Business (or any Organization) Needs a Strategic Plan

Far too often, we boil leadership down to bite a sized quotable. Over every social media platform, you see brilliant quotes from the leading influencers of the moment or of the great leaders of the past.  I have shared many quotes that speak to me and will most likely continue to do so in the hope that they will inspire others to action.  After all, that is what a leader does, inspires action.  But leadership is far more complicated than a great one-liner from Marcus Aurelius or John Maxwell.  Leading is hard.  There is endless criticism (from inside and outside of your organization), tremendous pressure to perform, and endless amounts of problems to solve.

That is why it is vital to have a plan for your organization.  A solid strategic plan will help reduce the pressure from you and the leaders of your organization. So how does a strategic plan help in this way?  First, when I work with a business or organization, we establish its reason for existing.  The leadership team must determine the reason the organization exists and ensure it has real implications for how they will make decisions moving forward.  Then we work on values.  Not just generic values that we wish to work towards, but a clear set of current values that describe “who” the organization really is.  This work is vital to ensure the organization knows who it is and why it does what it does. Doing these steps and a few other pieces will establish the initial foundation for the essential strategic work.

Next, we can work on differentiating the organization.  Or to put more plainly, identifying the few strategic guidelines that the organization will use to make decisions. For example, maybe the team determines that it has a “flat” and agile administrative process that their customers appreciate and regularly compliment.  The leadership team would then need to ensure that future decisions should protect this “flat” organizational structure at significant costs!  Any processes that the organization implements should be tailored to fit its flat and agile administrative process.  Doing so will keep the unique advantage.  But if the team did not identify this as a strategic advantage, they may inadvertently lose an essential aspect of what makes their business great. Lastly, we work on organizational priorities and organizational roles.

Once you have worked through this process, you will be able to communicate your vision to your people.  The ability to increase communication and bring your team together and get them on the same page is immeasurable.  Everyone will know what the priorities are, everyone will know what the leadership team is using to base their decisions on, and it will align the entire organization. 

A solid strategic plan will make implementing objective tracking systems much easier.  Anything from OKRs (Objectives & Key Results) to a Balanced Scorecard are great ways to keep track of who is working on what and how you are going to achieve your key objectives. 

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Simplify Poor Performance

My team is in trouble!  Poor performance in almost every measurable category.  Poor performance in the unmeasurable categories as well.  Many, (actually all) organizations and teams struggle with poor performance.  Mostly, there is an up and down tempo that varies in frequency depending on many factors.  The problem with my team is lack of experience at the first-line supervisor level.  Again, there are many factors at play; some are good in their supervisory capacity but weak in the operational and technical functions.  Some are the opposite.  Others are poor in both supervisory and operational tasks.  If I could fire a few of them, I would.  So, without the ability to fire the low performers, I have to move forward with the personnel group I have.  How do I get them to perform?

Simplify.  Over the course of the past six months, I have thrown much at these supervisors.  Increased responsibility, higher standards and expectations, a new work schedule, a revamped training program, new projects and initiatives, and a complete culture overhaul. It is too much for them to handle.  Many have and will criticize the amount of work I put on them and questions my leadership, but I am a deliberate leader, and from the start, I have been testing the waters.  Finding their strengths, their weaknesses, how hard can I push them, where do they naturally excel?  All of these questions have answers now, and I have to adjust my strategy.

I will still hold high standards, but the team needs to have a chance to succeed.  Right now, they are just keeping their heads above water (barely), as I continue to push for high-quality work.  Now, I have to slow the game down.  Bring them together and work collectively on what is important to them and me.  Once we have determined priorities and agreed on the expectations, we can focus on them.  Innovation must be put on the back burner; extra activities will join innovation. The focus is placed on the core competencies of the organization and the primary responsibilities of the supervisors and other managers.

I never expect perfection.  To do so is an exercise in insanity.  But I will continue to expect high-quality work and a great product or service.  Our customers demand and deserve our best.  So, we will slow it down and simplify the tasks; rebuild the foundation and then start adding bricks as we become experts in those areas so we can continue to improve.  Eventually, we will pull the extra activities and innovation off the back burner and focus in those areas, but for now, the team needs simplicity.

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