By Jack Lannom
I’ve got three quick questions for you. First: How does your organization perform at strategic thinking? Most organizations have established a long-term goal or goals more specific than “to remain profitable.” Having established a clear-cut target for future success, your strategic plan should identify all the elements and processes that will make that goal become a reality.
So I’m assuming that, to echo George Barna, you have chosen to live by design rather than to live by default. You’ve developed a strategic plan, right? Well done! Let me ask you a second question: How many members of your leadership team can clearly, concisely, and confidently articulate that plan? Can every member of your leadership team promptly identify your strategic objectives and the metrics you’re using to track the organization’s progress toward reaching those objectives?
Are you feeling just a little uncomfortable as you consider your answer to that question?
Just one question to go: How many of your employees can communicate the objectives and metrics linked to your strategic plan? Can you name even a handful? OK, let’s make it easier; how many staffers can communicate the strategic objectives and measures established for their own department?
If you truly want to thrive—not merely survive—in business, your answers to these three questions should be: (1) “Yes,” (2) “Everyone,” and (3) “Everyone!” If your answers were not quite so positive, don’t feel too badly; you’ve got lots of company! The BSC Designer group reports these startling statistics:
- 95% of a typical workforce does not understand its organization’s strategy.
- 90% of organizations fail to execute their strategies successfully.
- 86% of executive teams spend less than one hour per month discussing strategy.
- 70% of organizations do not link middle management incentives to strategy.
- 60% of organizations do not link strategy to budgeting.
These figures are staggering! It can’t be a surprise that more than 9 out of 10 organizations fail to accomplish their goals when nearly nine out of ten executive teams spend less than one hour per month focusing on those goals and only five per cent of their employees understand them! Forgive me if this statement seems unkind, but this doesn’t sound like “leadership” to me, or even “management,” for that matter . . . it sounds like chaos!
The way to turn chaos into coherence and cogency is to examine the way we think about the way we do business. Are we thinking wisely and well? Over the course of the next several weeks, I’d like to point you toward a way of thinking that holds the key to sustainable success. It’s called the People First Business Strategy Map. The Strategy Map will help you to think more philosophically and strategically about your organization so that you, as the leader of your company, begin to think more intentionally, deeply, and wisely about how to grow and improve your organization and help those whom you lead to do the same.
In addition to introducing you to our Strategy Map, I’m going to devote some time to talking about thinking; you’ll learn the phrase metacognitive thinking, which essentially means “thinking about your thinking.” You’ll learn some techniques that the best organizational thinkers have mastered in order to take their companies to the next level. And I’ll discuss one of the most basic, one of the most effective—and one of the most overlooked—principles of motivating people available to every business leader.
I truly look forward to interacting with you and reading your comments on this series. The tools and techniques I’m going to outline during these articles will be of tremendous benefit to you, both personally and professionally.
Let’s get going!