To set context, let’s first consider an example of a strategy that was successfully rolled out.
One of our multinational clients was struggling with how to infuse its global sales team with a clear direction after years of stagnant growth. A new leader of the sales function had joined who wanted to create a new strategy and an exciting sense of energy and commitment. Conditions were ripe for this, since the worldwide team was not lacking in motivation but needed much greater clarity of focus.
The creation of a coherent and comprehensive strategic plan was based on a two-year process that was crafted collaboratively with the very people who would be expected to execute on it ... not in a corporate boardroom vacuum with only leadership perspectives and reams of quantitative data. Importantly, this allowed the process to be based on the capabilities of the people, which were assessed via 360-degree feedback. As we built expectations for their role in the new strategy, coaching was introduced to make certain the team members were supported with robust development plans, i.e., to enhance the likelihood of success.
The crowning event was a roll-out of the strategy to the various sales channels via a worldwide conference. And results have been great – 105% of quota achieved in the second year and market share growth of 5% over competition. They achieved this through focus on key accounts, alignment with distribution channel and a concentrated coaching initiative for the field. To maintain momentum going forward, the process now involves regular quarterly check-in meetings to gauge the pulse of the team and to update the strategy and plans as necessary.
As we reflect, then, on what it takes to work with your team to retune for a higher level of success – whether you lead a company, a department, or a group within a department – here are some questions to ponder:
- Can your team recite the vision and mission for your functional business unit? Do they clearly understand your strategies? Do they know what to say “no” to for this year and therefore what they need to say “yes” to, so as to clarify their commitments? If you answered “no” to any of these, that indicates a need for more communication and involvement.
- Have you engaged your team in the strategic planning process? If not, best practices suggest that you do so. You can push people across the finish line a few times, but try again this year and it may feel like pushing string uphill. Doesn’t it seem more desirable to craft a strategy and a plan with a team instead of for them? Doesn’t it make more sense to have the team members hold themselves accountable rather than having to prod them throughout the year?
- Do you truly understand the capacity of your people? As important as it is to assess what the market needs and how you might position your operation vis-à-vis the competition, it is equally essential to assess what your team is capable of in order to develop a realistic game plan. (Note: Capacity is more than people – it also refers to the kinds of clients, industries, and products/services that have proven successful to your organization in the past.)
- How has your team performed at getting basic tactics completed? While strategy is necessary, it is not sufficient in and of itself. Tactical execution is also a critical factor. This seems patently obvious, but so many strategies fail due to implementation plans that are inadequately designed and driven. As General Patton is quoted as saying, “Bad tactics will destroy even the best strategy.” We think of strategy as the choice – the what and the why – and we think of tactics as the action – the who, how, when, and where. Clearly, these two realms of activity need to be happily married ... to weather the bad times and to prosper in the good.
For more information on the strategic planning services offered by the St. Charles Consulting Group, contact Michael Gaines – mgaines@stccg.com, 415-609-6464.
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