Commitment to Success; Make Tough Decisions Early

While it is true that one of the benefits of investing the time to define a clear strategic direction is that it helps in decision-making, it is also true that it does not make decisions. That is the job of leadership.

A sound strategic plan will provide at least these three things:

1.  Clarity on where you ultimately want to go: the vision.
2.  Direction: a high-level story of how you ideally want to move from where you are today towards this vision.
3.  Deep insights into how your business model, organization, and capabilities need to evolve to make this journey successful: the plan.

Typical Statements Made BEFORE Strategic Planning

• We can't stick to any decision.

• We chase every opportunity; we don't know how to say "No."

• Our direction seems to change every time a customer complains.

• We can't execute on anything!

Everyone expects some change at the start of a planning effort.

These changes can be incremental, with little impact on the current team and relationships, or significant. Significant changes often include modifications to roles, reporting structures, or even eliminating positions. When the strategy calls for substantial change, act early in implementation before the inertia of the status quo makes shifts even harder.

The three most significant tough decisions in strategy implementation are:

• changes in the organizational structure,
• adding new competencies either by hiring new talent or through acquisition or
• eliminating a legacy part of the business by combining product lines or functional areas, or to free up resources for new priorities.

These changes affect the people we work with and are often the toughest part of leadership. 

Here is how to make strategic change with confidence.

1. Clarify the rationale for this change.
• Why is this change necessary?
• What is its role in your firm’s future success?
2. Define success for this change.
• What results are you striving to achieve by making this change?   Results are measurable and can be used to track and monitor this change.
• What outcomes will this change produce?  Outcomes are less measurable but equally important. They could include things like making a visible commitment to the plan or increasing internal alignment.
3. Outline the principles you want to adhere to in making this change.
   • If you have core values, use them to define how you will practice them as you implement this change.
   • If you do not have stated values, define how you want to make this change.  Finish this sentence: "For this to be successful, we must ..."
4. Define the ideal timetable for this change.   To reduce disruption, make a significant change when the organization can most easily absorb the transformation and when you have the time and shared mind to prepare adequately.
   • Review your management calendar. When will this change be least disruptive to operations?
   • Review your commitments and those of the individuals needed to complete this change. Can you prepare in time? If not, what adjustments are needed to plan and implement this change as you want?
   • Do you know how to prepare? If this is new territory for you – if you have never designed and led a significant change – hire the resources needed to guide you through this process.

Leadership's hardest days.

Making decisions that impact others is never ever easy, but putting off tough choices will only weaken your ability to succeed. 

Proceed deliberately using the process outlined above and take time to check in with the emotions you and your team are experiencing as you go.  Honestly dealing with your own emotions will give you strength and integrity to deal with others'. 

If your strategy requires a significant change, don’t hesitate. Prepare to lead this change with confidence and as quickly as possible for the benefit of all involved.

Is your organization ready to implement its new strategic direction?  Take our assessment to learn your readiness level and get tips to enhance it.