As I spent time with different organizations this first quarter, I discovered many things that I take for granted when I was leading my community's strategic initiatives.
Everyday life is chaotic. Even the most organized leaders can struggle with the balancing act of leading teams and managing their organization’s day-to-day activities. It’s one of the most common reasons we see organizations fail during the strategic management process if one is put into place.
Most organizers and teachers are prioritizing teaching classes and putting on social dances first. Placing strategic planning low on the list of things to do. Why? There isn't enough time and resources. This decision does put a cap on the ability to grow and operate effectively and efficiently moving forward. Yes, the classes and social dances will happen. Even if a strategic plan is happens to fall on a napkin over lunch here are some of other things that may make this process feel like it isn't real.
Since we are coming up on mid year, reviewing said goals is important. Even if your team makes an effort to review your plan, many leaders are left feeling like their strategic management process is herky-jerky and all over the place. Instead of feeling like your plan is being managed inconsistently and half-heartedly, take these steps to centralize its importance within your organization:
Embed it in your organization’s schedule
It sounds obvious, but schedule ahead of time your organization’s performance management meetings for the year. Put your strategy reviews for the entire year on the calendar and send the meeting notices now. It sets the precedent that this process is important and gives your team plenty of notice that these reviews are not optional.
Be crystal clear about data and priorities
Run your quarterly reviews with a consistent structure and data. Make it absolutely clear that data is the backbone of the meeting; your team will be using it to see how you’re doing, what you should be focusing on, and what you need to change on a day-to-day basis. Run each review with the same agenda, data sources, and performance visuals. Everyone should leave with a common understanding of what is happening in the business.
The idea that data based decision is what drives these meetings, and that it doesn't matter who looks at it. The general conclusion should have a similar sense of direction to the company's long term vision.
Keep it at the right elevation
These reviews are not designed to solve the smaller, day-to-day challenges your organization may face. Be clear that these reviews are to review your organization’s performance against your strategic priorities and make bigger decisions about what you’ll focus on during the next quarter (or year). Put issues or conversations that aren’t at the right level in a “parking lot” and revisit them in the appropriate meeting or time.
Put it in your team’s hands
Execution does not wholly fall on your executive team. It’s an organization-wide effort. So, when it comes to your review meetings and your plan’s data management, include all of the people who are part of the process. It’ll break down communication barriers and allow everyone to see the plan’s direction. The more everyone knows and keeping goals transparent, the better the operating team and even customers (scene members) will help you solve these dilemmas.
While these steps may seem obvious, they’re essential to making performance management a priority in your organization. These simple steps empower you to set the expectation that your plan and its ongoing management are a priority in your organization. As your team consistently engages in the process, each review and planning cycle becomes more fluid and powerful.
All division under my watch had mid year reviews to check, my job was to make sure we were pointed in the right direction and working towards our success indicators. Meeting them would be great, but most importantly we are heading that way.
Strategic plan management can be tricky business because it has components of leadership, and it should embody the values of the business and people.
