In one of the articles published in HBR -96% of leaders believe that strategic thinking and execution will help them grow.
Then what is the reason for not investing time in?
My 2 cents;
- Integration of Strategic Execution with Daily ops. At business we follow various review mechanisms daily, weekly, monthly, quarterly etc. but with what agenda? We normally discuss, what we all know and pass the buck to the less informed. This agenda distorts the larger picture. Strategy execution is a process that does not work like instant noodles. Ensure that during the reviews ask for progress on strategic projects and set accountability in execution for the same and remember at every instance keep on reiterating the Larger purpose and picture.
- Fear of conflicts – Every leader wants to be liked by all and try’s avoids conflicts with peers and subordinates. Who will bell the cat? Why should I spoil my relationship? Keeps on popping up at the subconscious levels. While framing a strategic plan or monitoring execution someone has to ask tough questions! Do not let your team be a mutual admiration society. Do not let the fear of conflicts affect the growth agenda of the organisation.
- I am too busy syndrome– in organisations, if you don’t act busy; you are perceived not to contributing to the business. Our calendars are packed like vacation bags (where do I find additional space). Hundred of mails to respond, of which 90% of them are in CC. Take a deep breath, and ask how many of them are relevant? The reality is we just don’t want to step out of our comfort i.e. daily execution and think and answer what we are executing, is it contributing to the larger picture?
- Gap between thinkers and doers. Many organisations have this funny thing, create the strategy plan without consulting with people who are executing it. And then the entire year the executors focus will be to tell how shoddy the plan is and the reason why it cannnot be achieved. While the creators keeps on harping on the incapability of teams teams to execute the desired. And the CEO sitting in the corner tearing his hair apart … funny isn’t it.
- Unable to answer what is in it for me – The most difficult question that the CEO has to address to the team members is what’s in it for me is it Money, Gratification, Growth? Or it’s something else like connecting them with your purpose and making them part of achieving it. Do not have the answer, let’s not discuss this.
- The big C – Culture eats strategy for breakfast lunch and dinner. If your orgnisation is suffring from a traders syndrom you need to act fast and like NOW! If your teams belive that creating a stategy execultion plan is a checklist then you will never be able to achive growth. It is a business imparitive that you build a culture, which creates, compete, controls and collaborates. How? in the next blog .. till them happy reading ..
Next time someone when comes to discuss the large agenda or have a plan – take out time to discuss and give importance !! Even if it is crap, appreciate the behavior of people taking initiatives.