What good is a strategy without Engagement?

"Building a visionary company requires one percent vision and 99 percent alignment" —Jim Collins and Jerry Porras, Built to Last

Rolling out a strategy can be challenging. Success hinges not only on the strategy itself but also on how effectively it is communicated and embraced within the organization. In fact, a perfect strategy is not as important as engagement with stakeholders who can shape the outcome of the strategy's execution. ?

Engagement is not a one-and-done activity. ?Successful leaders understand that engagement is an ongoing process that requires clear communication and regular feedback.? Effective engagement fosters a sense of ownership and alignment with the organization's objectives. Most importantly, engagement involves the active participation and commitment of all stakeholders in understanding, supporting, and contributing to the strategic goals. What is the point of having a strategy if it does not result in stakeholder participation and commitment?

Understanding who your stakeholders are is essential.?? Most people understand that stakeholders are customers, or the community affected by the outcomes of your strategy; however, a stakeholder is any individual or group that can influence the implementation and success. ?The most crucial part of understanding the concept of stakeholder engagement is knowing how broad the reach of your stakeholders needs to be.? In working with Project Managers, this means learning how to reach up in an organization to engage senior leadership who can have the most influence on stakeholders who can affect the success of your project.

Here are some best practices for ensuring successful engagement on your strategy:

1. Clear Vision and Objectives:? Articulate a compelling vision that includes your objectives and alignment with corporate strategy, mission and values.? Many leaders get bogged down in the "how" of a strategy when evidence shows that the most essential message is "why." ?Having a clear line of sight on an objective gets stakeholders going in the right direction and taking ownership of how to get there. A US based midstream company that Adduco worked with has a clear vision of being the "Preeminent crude oil gatherer" in its geographic area by providing "industry-best customer service, uncompromised safety, and flawless execution." ?This vision is communicated clearly to both their customers (external stakeholders) and workers (internal stakeholders), ensuring complete alignment with expectations at all levels of the organization.
2. Senior Leadership Involvement:? Your most important stakeholders are the leaders who influence change. ?Having active participation that is visible, accessible and consistent will set up your strategy for success. For the past few years, I have had the opportunity to facilitate annual strategic planning sessions for a large US engineering company. A key to their success is to gather over 40 of their leaders together for a few days to workshop the application and execution of their strategy. ?Alternately, creating a Steering Committee ensures regular engagement from key leadership stakeholders for large projects.
3. Multi-Channel Communications: ?Stakeholders are not waiting by their computers to get your email on strategy.? Effective communication requires regular, purposeful, meaningful communication that engages your stakeholders.? This requires constant messaging across multiple channels, including team meetings, town halls, newsletters, emails, and one-on-one engagements.?? Complex projects with integrated activities like refinery turnarounds are examples where multi-channel communications are imperative to communicate strategy and plans.? ?These projects require coordinated management of key stakeholder groups who typically work independently, such as operations, maintenance, inspection, and capital projects.? Each of these groups has different leaders, organizational structures, and schedules, requiring the same message to be communicated in various ways and through multiple channels.
4. Two-Way Engagement: ?Getting input is as important as providing information.? For stakeholders to take ownership, they need to know that they are part of the process and that they are heard.? Transparent engagement means active and open listening to stakeholders and responding with timeliness and sincerity.? Getting feedback does not necessarily mean that your strategy is going to change. However, it does ensure that you understand and react effectively to any roadblocks or impediments. ??Often, engaged stakeholders will provide you with feedback that will enhance the success of your strategy. Consider using tools like surveys, feedback sessions and facilitated workshops to address concerns and gather insights. ?I have been involved in some very successful project look-back sessions that have combined surveys and in-person workshops that have resulted in significant improvements to the strategy and execution of future projects from the collaborative engagement with stakeholders who took ownership for continuous improvement to these projects.
5. Milestones and Celebrations: ?Celebrating milestones is one of the most agreed-upon approaches that seldom get fully implemented.? To maintain momentum and motivation, be purposeful about recognizing strategic success, from the quick wins to the significant achievements.? One organization I work with starts each meeting with "Value Based Success Stories," where employees are recognized for efforts that align with the values and corporate strategy of the company.? This is an excellent example of continual engagement with stakeholders.

In today's evolving and complex business environment, the success of any corporate or project strategy hinges on effective stakeholder engagement. Clear, transparent, and consistent communication aligns stakeholders and drives strategic objectives. ?As leaders, it is vital to foster an inclusive culture that values feedback from both internal and external stakeholders.? Reach out to Adduco to support the development of your strategy and facilitate effective stakeholder engagement.

Ron Bettin, MBA, CMC is a Canadian executive and public speaker with more than 25 years of leadership and entrepreneurial experience. He co-founded several companies and provides management consulting through Adduco Inc. to large and small corporations. Ron strongly understands the importance of building value and creating success. He is a Southern Alberta Institute of Technology graduate with an MBA from Queen's School of Business.

?