Ask Coach: Making Your Team Part of Strategic Planning, Part 3
By Rich Anderson, executive coach with HTG Peer Groups
This is the third part of a three-part series. This installment deals with documenting your plan and driving communication through your team. Click on these links to read Part 1 and Part 2.
Q: How do you invite your team to be part of strategic planning?
Coach: Instead of “invite,” “engage.”
My Boxer Shorts And The American Revolution
In this three part series, I have been referencing the tart pair of boxer shorts I received as a Christmas gift. On the seat of said shorts was printed the coiled rattlesnake made famous by the yellow “Don’t Tread on Me” flag designed for the American Revolution. However, the historic “Don’t Tread on Me” caption was replaced by “Silent But Deadly.”
I am using these shorts and the American Revolution (from the Declaration to the Constitution) to help answer your question. In part one, I addressed your leadership team and your vision. In part two, I looked at how to help engage the broader team through participation and obtaining commitment. In this final installment in the series, I will comment on documenting your plan and driving communication through your team.
A Written Constitution — Put Your Plan In Writing
The U.S. Constitution and the values it embodies is a lasting legacy of the American Revolution. Thanks to its primary author, James Madison, it was written down. Why? So those of us who followed later would be clear about the vision and values it contained. One patriot, Henry Clay, said, “The Constitution of the United States was made not merely for the generation that then existed, but for posterity — unlimited, undefined, endless, perpetual posterity.” We are that posterity. We know today their vision, their values, and their plan. It was clearly documented so we can go back, read it and remember.
A Revolutionary Lesson: Document your plan. Put it in writing. Hold it up. Let your people read it.
Come back to it again and again as you move forward.
The Federalist Papers — Clear Consistent Communication
After the heated debates, the war, and the drafting of the Constitution, Hamilton, Madison and Jay authored the Federalist Papers to clearly articulate the value of unifying the new country around the proposed U.S. Constitution. For ten months this collection of essays and its principles were broadly published and discussed with the intention of driving an understanding and acceptance of the Constitution deeply and broadly through the citizens of the independent states. A central issue was whether societies of men were “really capable … of establishing good government from reflection and choice or whether … [it required] force.” Eventually the Constitution was adopted.
A Revolutionary Lesson: If you want your team to adopt your plan by voluntary choice and not by force (you being a dictator) you must communicate, communicate, communicate. This is, I believe, the most important Revolutionary lesson. You and your leadership team must repeatedly drive communication of a consistent message through your team. It takes time. Keep after it. With adequate teamwork, communication and repetition you can succeed!
To summarize this three part series, if you want to engage your entire team to get the highest level of buy-in so you can maximize the success of your strategic plan you must do these things:
- Start with a small group of leaders. Cast your vision.
- Provide an opportunity for your team to participate (or ensure they are effectively represented). Obtain everyone’s commitment.
- Put your plan in writing. Finally, through clear consistent communication, from you and your leadership team, all of your team will understand the strategy and discover how they can individually contribute to its success.
Don’t assume your entire team can identify their strategic contribution on their own. They need help from you and your leadership team translating the plan into what they can and will do to add strategic value to your company.
Rich Anderson is an executive coach with HTG Peer Groups where he is most energized by helping people around their priorities. He also presents leadership workshops and seminars including team personality and judgment assessments and training. Prior to his affiliation with HTG, Rich was a private practice attorney where his practice included advising small business owners from startup through succession, estate planning, and conflict resolution. Rich also served four terms in the Iowa Legislature. You can reach him at randerson@htgpeerpgroups.com.