Why strategy work fails
servane mouazan ICF PCC ACTC
Thinking Partner for Impact Teams & Social Investors who want to use their collective imagination to explore and anticipate the future ?? NED ?? Time to Think Consultant - System-Change Coach?? Ex Social Enterprise CEO
The reason why your strategy work will fail...
In the past two months, I have had the privilege to work with organisations that help build dignity, connections and hope in a better world.
As the world changes, threats to stability, peace and a positive common purpose grow day by day and organisations need to design and deploy strategies that are highly adaptive to change.
Nothing new here.
Yet this saddens me because I know that many of these needed strategies won’t see the light of day.
And it is not because of the usual reasons.
Strategy work *usually* fails because of…
- Lack of dreams and imagination
- Lack of vision and clarity
- Lack of plan, discipline, and focus
- Rigid theories
- Too many details and no systemic zoom out
- Not enough time dedicated to the work
- No buy-in (cultural or technical)
Stakeholders aren’t involved
- A task that hasn’t been given the necessary thinking time
- A siloed way of working
- Outdated business principles
- Inadequate resources
But a crucial element is missing.
Teams' internal conflict.
You can throw all the consultants in the world to advise and design some pretty strategies but makeshift scaffoldings will not make brittle and disjointed walls artificially stand.
If nothing is done, a lack of healthy communication between peers is and will be shaking the foundations and the pillars you thought you had built for your strategy work.
When internal conflict reigns, and you still want to design a new strategy, you will sense overwhelm and stress, a mounting feeling of inadequacy, disengagement, fear, mental health deterioration, and the costly collapse of your promising movement that could have helped hundreds, thousands, if not millions of people more.
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“But we had meetings to talk about conflict”, I hear.
Were they really productive?
How did everyone show up?
What makes you think people felt really heard, listened to? Valued?
Did you gain insights that enabled you to build meaningful change for a second but things went back to exactly what they were before…?
What didn’t happen then?
For once it is not all about what we say, but *how* we say it, or how each and every one of us is allowed to not say something, and how we are able to relate to each other while this work is happening.
It’s about how we treat each other while we are putting conflict out there, for all to see, for all to feel.
So let's go deeper into what that looks like… and why - although it feels uncomfortable at first - the outcome can be the most beautiful act of liberation you may feel.
The Onion Story
“Come to the table with an open mind”. ??????
Easier said than done when people around the table can no longer stand each other or are terrified to see the situation of conflict escalate. Again.
Before we get to solutions and reach that common ground everybody is talking about in conflict resolution outcomes, people’s perspectives need to be heard. It is the piece of information - not advice or blame - that needs to circulate freely and unhinged.
When you speak out on conflict, its sources, and its impact, the terrain is raw, scratched, hurting, and bruised.
So we need to remember a few things:
Slow down now to speed up later
Therefore, and for all the reasons above and much more, consider starting a strategy work with a foundation meeting in a safe and respectful environment that allows for thinking without judgment or interruption.
Consider this session as an opportunity to reconnect, to learn to know each other again.
Dress up the wound with an ointment of care and compassion.
Some ideas will surface, inevitably. But listen first.
Yes, it takes courage. But we can stand tall.
Check out my website for the next House of Trust discovery sessions. I regularly hold confidential sessions where we explore some avenues to understand how to start untangling conflict, and leave more space for healthy strategic thinking
This is for you if you are a decision-maker, managing director or CEO in your social impact organisation.
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Director at Bloomsbury Beginnings CIC, Facilitator, Strategic Planning Consultant
1 年This will be revelatory with Servane as a guide