Day-to-Day or Strategic?

Day-To-Day or Strategic?

Key Strategies to Bridge the Gap

By Ann Meacham

You’ve heard the statement, “The same thinking that got us here will not get us to the next level.” To break out of the mentality that we (I) can accomplish whatever we want because we’re smart and hardworking you will need to begin thinking strategically and more long term.

As you take on strategy development for your organization, critical thinking and actions will create a path for achievement and success.

Ask these 5 Key Strategy Questions:

1. Who is critical to our organization’s success?  Customers/clients, employees, leaders, investors?

2. What are they looking for from us, the organization, each other . . . .today . . . . in the future?

3. What are our Drivers and Blockers? 

Drivers are our strength: mission, vision, resources, product or service, skills/talents. They help us break through barriers

Blockers: ineffective systems, poor performing teams, misaligned purpose and goals, etc.)

4. Where do we want to be in 3 – 5 years?

5. How will we get there?  What’s the plan?

CASE STUDY

Alfred* founded his firm 5 years earlier.  It grew steadily every year (even during the recession.)  He believed there were greater achievements, profits, and a reputation in their future and had many ideas floating in his head.  As an entrepreneur being smart, quick and hardworking had created a small multi-million dollar firm.

He could see that the way they had been operating would not sustain future growth.  Something had to change.  Should he restructure? Could his current leaders manage the change?  Did he need new leaders? Could the company continue to provide quality service to its current customers/clients and grow too?

At a 1 ½ day off-site with the senior leaders and department heads, we answered the 5 strategy questions, and finished with 5 distinct goal-oriented projects.  The teams that formed around the projects jumped into action.  The energy in the new forward movement could be felt and results from new efforts could be seen.

OUTCOME

At the end of the 1^st year they:

· Added 30 people.

· Restructured and/or consolidated some departments.

· Reassigned or replaced several leaders, reducing the number of leaders from 13 to 6.

· Revenues increased by 40%!

Where will your organization be in one, two or three years? Are you ready to close the gap?

Ann is president of Leadership Dynamics. Sign up for a Free Leadership Strategy Session or check out her Executive Coaching Program