Getting strategy expectations right from the start

I’m impressed by those companies that can execute a strategy quickly and cleanly – they get things done. There’s lots of rhetoric about the best strategy, left unexecuted, is no better than not having a strategy at all. I think its true.

What I have experienced is that it comes down to clarity of vision. Yes, there are other factors, but this is the first thing that you have to get right. Everyone must find an agreed, common purpose and understand “what good looks like”.

To get people engaged in the task means creating some kind of emotion around the strategic plan straight away. It's about engaging them – perhaps even getting them a little excited – to get the clear outcome. That’s why the first discussions are so crucial. 

Often people jump straight into the planning phase without stopping and thinking about desired outcomes. They love to dive into the “how” and “solutionise”. But this initial clarity meeting is for everyone to have “buy-in” on the goal.

It's crucial the task has a clearly identified owner. This is not just to call the shots within their sphere of influence; the leader needs to make firm recommendations if anyone exceeds their authority. This is crucial in global corporates with matrix structures.

Much of the leader’s work might happen even before that first strategy-setting meeting. Any pre-reading or other information should be sent to participants ahead of time. This reinforces the message that the meeting is primarily about agreeing on the strategic outcomes, not for sharing information. You want decisions and agreement, not death by Powerpoint.

You will also want to avoid difficult conversations after strategic decisions are made. Aim to identify the key stakeholder issues before the first meeting. In an ideal scenario, you’re able to make recommendations to solve those issues. This shows that you understand and value the stakeholders’ points of view, and it supports a decision-making environment.

Ideally, all key players will be present – in the room – not appearing in some virtual form. Face-to-face communication is the easiest and most effective way to convey an important message; body language and eye contact offer vital pieces of information. Email shouldn’t be used to communicate desired outcomes and vision. 

Email is a functional tool and doesn’t readily permit the emotional connection required to get people truly engaged in your initiative. Telephone dial-ins or video conferences are often required in today’s global corporate environment, but consider investing extra time and effort to develop the skills necessary to achieve the same result … and then avoid them if you can. 

It’s important to address those people who don’t appear to be fully engaged at this initial meeting. It’s always worth asking their thoughts, particularly if you suspect they might have concerns. 

Signs of an unsuccessful kick-off meeting are when team members don't know what to do, don't know what their job is, and don't know how to respond to your needs. This forces the team to go backwards to get to the start and revisit their roles, responsibilities and goals. A lack of clarity could manifest itself in low-confidence behaviours that will hamper the speed of execution. These people will do just enough to kick the ball along, not make decisions, or will rely on a decision by committee. 

A well-articulated strategy provides the clarity and confidence for quick communication, collaboration and decision-making. That initial strategy meeting must set the tone. Everyone needs to walk out ready to take their first steps towards doing their job, excited about the possibilities of success.