10 Common Planning Behaviors That Attract Dust
If you are reading this, you have likely been part of a now “dusty” plan, and you are wondering if there is any way to get a different result. Can you develop a strategy and a strategic plan that is so owned, used and evaluated across your organization that there is no chance for it to collect dust sitting on your boardroom shelf?
Most people – CEOs, Vice Presidents, Managers – struggle to make their strategy come to life and to move their plans into meaningful execution. Usually, planning starts with great intentions and expectations, and then over time, people reference “the plan” less and less.
So What Happens?
Executives don’t invest time and money at the start with the intention to fail. Or do they? Does leadership do the same thing over and over again, expecting different results (to quote Einstein)?
Here Are 10 Common Planning Behaviours That Help Attract Dust, and You May Not Even Know You Have Them:
- Ghostly leadership: Leadership delegates the thinking and responsibility of strategy and no one is set up to challenge the status quo
- Going solo: Strategy is kept a cloistered annual event with low employee participation and there is no clear way to provide feedback or input
- Lack of insights: Not enough solid industry data and insights are used in establishing the current situation of “Where are we now?”
- Customer assumptions: Low investment in understanding real customer needs, wants and behaviors
- Love of corporate speak: Jargon and word-smything confuses instead of clarifies what is supposed to be achieved and what is strategically most important
- No consistent road-map: There is no defined process or framework for teams to align their work to strategy
- Absence of meaningful measures keeps objectivity out of the conversations and no way of knowing if you are making real progress
- Adhoc communications: Lack of consistent approach to communicating about strategy and the strategic story
- “To do” lists reign supreme with no clear way to allocate resources to priorities
- A culture of impatience and judgment prevails: “How long will this take?” and “Who’s to blame?” are more common questions than “Are we making progress?”
If you want a “dust-free” result, you have to do something differently in your organization’s strategy development, strategic planning and strategic execution.