Overview 
In last
month’s article
we wrote about
the importance
of creating a
meaningful
strategic plan. This month we’re
addressing part two in that process:
strategic implementation.
In the same way that the
strategic plan has discrete features
(core values, vision, mission,
action plans, accountabilities,
etc.) a plan’s implementation has
distinct and necessary features.
Communicating
Conscious or unconscious, every
organization is in a state of constant
change. Programs and departments
are constantly defending themselves,
trying to gain market share, seeking
to improve internal and external
customer service practices, utilizing
its dynamic and diverse people,
refining its processes or striving to
otherwise grow its strengths. In the
implementation phase of strategic
planning, the organization will be
facing any number of changes and
challenges, however, because we
will have a common destination and
common purpose as well as clearly
defined checkpoints along the way, we
will be better suited to talk to each
other about our needs and successes.
People do better with change and
challenges if they have a sense of what’s
coming and what they need to do. When
leaders engage in intentional, positive
and proactive communication practices,
their people will have a much greater
sense of security and commitment.
Getting Buy-In
Getting buy-in means just that:
getting people to pay the price for an
idea, process, program or procedure.
Luckily, most people will agree to
buy-in when they can see how their
individual investment will deliver
a sound return. So when leaders
empower their people with the ways
and means to influence their work,
those people will more readily buy-in
to better plans. Empowered employees
will support and nurture a plan and
its implementation whereas powerless
employees will just stand by and watch
as if the plan and implementation
do not apply to them. To get buy-in,
leaders will need to provide visible,
tangible and meaningful rewards
and recognition for positive actions
that lead to successful outcomes. If
leaders have chosen and grown the
right people (and created rewards and
penalties that motivate their people
accordingly) then the people themselves
will seek out the opportunities
to buy-in on the implementation
of each viable strategic plan.
Inspiring Interdependence
Leaders who know their people
will be able to spread personal and
institutional passion as well as
inspire higher levels of thinking and
professionalism. Through this process of
inspiring others, leaders will help their
people implement a strategic plan each
step of the way. Through knowing what
intrinsically motivates their people
leaders will be able to guide their people
to recognize and share in the value
of micro and macro accountabilities
(those day-to-day measures along
with the long-term results.) It is
through this interdependence of
accountabilities that the people
themselves will sustain individual and
departmental optimism and direction
for the long haul of implementation.
Giving and Receiving
Meaningful Feedback
Defined also as a “feedback loop,”
this feature allows leadership and
line staff to inform practice in timely
and meaningful ways. As each person
and department moves through the
day-to-day realities toward micro
and macro goals and objectives this
feedback loop continuously looks
at human behaviors and qualitative
measures that inform positive change
toward specific goals and objectives.
Because timeliness matters, leaders and
managers need to implement changes
in real time based on feedback. Equally
as important, leaders and managers
need to communicate those changes
back to their people to show how
employee feedback has successfully
informed positive adjustments.
Feedback loops should be internal: topdown,
bottom-up and lateral, as well as
external: outside (customer driven).
Leaders Acting as
Exemplary Role Models
What employees see, employees
will do. In every sense, for internal as
well as external communications and
actions, perception is reality. Without
fail, people will believe what they see
over what they read or hear. Leaders
who model high standards of conduct
especially in times of difficulty, such
as when an organization is facing
challenges or changes in the statusquo,
are leaders who will have people
who are committed to integrity and
character. Leaders who create a culture
that rewards and supports good
judgment at all levels will have more
success implementing their strategic
plans. (On the flip side, leaders or
managers are not acting as strategic
role models if they “pass the buck” or
otherwise model less than professional
behaviors or values including
supporting silo-type responses to
challenges like, “That’s not my problem.
Our department is doing fine. ” Or other
“CYA-cover your assets” attitudes.)
Exemplary role models are those leaders,
managers and individuals whose actions
and statements are consistently focused
on the successful implementation of
the organizational strategic plan.
Offering and Supporting Strategic
Professional Development
Perhaps most important to the
successful implementation of any
strategic plan is an organization’s
commitment to regular and specific
individual and organizational
development. This piece is huge because
it is in its people that an organization
will find its success. Growing people
strategically will allow an organization
to exceed its goals. Leaders need to
ask themselves how much time and
money the organization spends to
maintain equipment and buildings?
How much is spent on copy paper,
utilities and even sick leave? Are you
spending more on maintaining your
building and equipment or your people?
If the goal is to take the organization
to the next level, a carefully planned
and implemented professional
development program and budget
should be one of the organization’s
highest priorities and successful
implementation of a strategic plan
requires good people who are skilled,
knowledgeable and willing to grow.
So, where does your organization
want to be one year from now? What
behaviors, actions, beliefs, statements,
systems, procedures and people
would make up your organization in
2009? The answer to that question is
your vision. Now, thinking backward
incrementally toward the present day,
at each step and time along the way,
what behaviors, skills, actions, etc.,
needed to be in place at that stage?
These are your benchmark goals. As
you backtrack to the present you will
see that there are many steps along
the way that require additional and
highly-specific objectives. In order to
succeed, your people need to be made
aware of these big pictures as well as
many of the specific details. Perhaps
you can imagine it as if you are giving
your people a road map with key stops
highlighted along the way. Make it
possible for each person to see how
their part supports the whole journey.
If
you want to arrive at your destination
on time and in good condition, your
strategic plan will need to include
quality assurances (you want to have
a safe and sane trip), systems and
procedures that take into consideration
of variables known (vehicle choice,
drivers’ skills, etc.) and unknown
(weather and road conditions). Then,
it’s time to hit the road and start your
journey. This is the implementation;
the process of actually moving your
organization and your people across
time and space to new destinations.
If the strategic plan is the “what
and why,” then the implementation
is the “who, how and when.”
Download this Article
Kelly Graves is a business management consultant and the founder of Chico-based Internal Business Solutions, Inc. Consulting. He specializes in individual and organizational development. He consults with local and national organizations in both the public and private sectors. Additional information about Kelly and his consulting services can be found online at www.ProfitWithIBS.com, by e-mail Kelly@ProfitWithIBS.com or by calling (530) 321-5309; toll-free: 1-800-704-3785.
