Strategic Insights to Inspire your Journey

drive personal strategic performance

The optimism of a new year can quickly vanish when teams turn from planning to managing.

The demands of managing transactions take over focus and attention to longer-term, more strategic goals wanes. When the organizational goals are set, inertia puts pressure to shift back to the status quo. Slipping back into the “comfort zone is sometimes fostered by leaders stepping back during the implementation of a new strategic direction.

Once goals are defined, and objectives are allocated into a department’s or functional team’s KOMs, sadly many believe their role in driving performance against these shared goals ends until the next planning cycle. However, the most successful leaders understand the real work is just beginning.  Their role merely shifts from defining goals to stewarding performance against them.

When I talk to leaders frustrated with their organization’s progress in executing strategic plans, I ask what their role is in implementation. I often hear responses like:

“But I don’t want to be a micromanager.”

“Isn’t that what they are supposed to be doing?”

It is challenging to know when to let go and let others take hold of driving performance. This leadership nuance is especially real with innovative ideas or entrenched organizations attempting to embrace change; leaders must take a more prescriptive approach to implementation. However, to avoid taking too firm of leadership role, each leader must take the time to digest their strategic management objectives and plot how to avoid micromanaging or usurping another manager’s position. In other words, prepare to lead.


Gather all the planning documents and set aside 30 – 60 minutes to start building your personal strategic management plan.

1.          Review your plans and commitments. Clarify where you must drive performance.

This is where you identify areas where there may not be enough leadership capacity to successfully divide attention between managing the day to day AND driving detailed planning on new priorities. Your goal here is to provide capacity for execution.

It could also be an area where the strategic goals require new skills sets or new capabilities. In this case, your guidance may be needed to ensure the right new capabilities. Your goal here is to provide strategic thinking for execution.

2.        Identify the Critical Success Factors (CSFs) for each area  you believe your strategic management is needed.

What do you think is necessary to achieve your goals this year?

What concerns do you have about others driving performance against the plan? Let yourself think about execution even in areas out of your direct control.

List the factors that you see as vital to success. We must …

Clarify what you can do about addressing these factors.  What action can you take to make a difference?

3.       Rank and order your objectives by strategic importance and timing — set goals for each quarter.

Take your list of CSFs and layout your individual plan to support the execution of strategic goals over the entire year. Take other business or management objectives into account. If your business has a seasonality, account for it so that you don’t overcommit during those busy times.

In the first part of the year, you may need to allocate time to put in place strategic thinking so that activities fully aligned with goals. Later in the year, you may need to engage in meetings to ensure alignment or cross-functional planning. Don’t just front-load your commitments in the first part of the year, think through how you can drive performance throughout the year.

Now, you have a draft plan, but you must engage others for it to be successful.

4.       Review your strategic management objectives with your team and those influencing CSFs to ensure clarity and alignment. Make changes to your quarterly goals with their input.

This is where you actively address concerns of micromanagement or stepping on toes. If you have a meeting with someone that you think does not share your strategic thinking, critical to executing on your goals, schedule a meeting to share your thoughts, and listen to theirs. I have seen significant new partnerships formed by just inviting a dialogue. The manager overwhelmed with the idea of adding to their plate with new goals may be relieved and sincerely appreciate the help.

If they are defensive or territorial, and you still believe execution is at risk, keep this area in focus. It is better to identify gaps in performance sooner than later.

Plans are only useful if they are used!

5.       Keep your Strategic Management Objectives visible and monitor your performance monthly.

The demands of leaders are dynamic, and your plan for Strategic Management may suffer because of a highly distracting month or two. Get back on track by reviewing your objectives monthly and sticking to it. Do this by putting a monthly appointment on your calendar to pull out and review your plan.

Alternatively, have each of your team leaders follow this practice and meet monthly to review in a round-table format. You don’t each have to read and report, just a quick check in to ask: “Are we each on track with our strategic management objectives?” Don’t let it take more than 45 minutes.

role clarity exercise

Post Tags: Strategic Management

CECILIA LYNCH, Author, Founder and Chief Strategist


As the leading authority on strategic thinking, Cecilia Lynch is the founder and chief strategist at Focused Momentum® and creator of Strategy Class®. Her first book, “Strategic Focus: The Art of Strategic Thinking” a groundbreaking work that demystifies the overwhelming task of beginning strategy development.  READ MORE...

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