Success Factor 3 - Do
Success Factor 3 - DO
The hardest part! The risk here is all the decisions and actions from the workshop are subsumed by so called BAU.
Engaging the team back at the office
Firstly, what are you going to communicate to the wider team about what you did at the strategic planning session – they will be keen to know and understand. Think through the best way to communicate and engage if, for no other reason, than they will no doubt be involved at various levels with implementation. It is also very important in terms of alignment and engagement.
If the outputs from the workshops are action oriented - the what, who and when over the next 90 days - then you are off to a good start. If for some reason that didn’t happen have a quick session to reflect and capture next steps.
If the outputs from the workshops are action oriented - the what, who and when over the next 90 days - then you are off to a good start. If for some reason that didn’t happen have a quick session to reflect and capture next steps.
Ensuring accountability
Once you have agreed priorities over the next 90 days you need to make sure your operating rhythm supports that. How will you ensure you focus on the priority actions? Given these are strategic priorities you need to ensure that they don’t go to the bottom of everyone’s to-do lists.
How and when will you check in to determine progress, remove barriers and, if needed, refine actions given what you learn on the journey of implementation? Daily is too often. Monthly too far apart given the 90-day timeframe. Typically weekly or fortnightly for 30 minutes seems to work from experience. Not a problem-solving session (take that offline for those involved in delivery), but a time to drive accountability, identify barriers and support momentum.
Once the first 90 days are complete meet again to reflect on what worked and what didn’t, and then reset the next 90 days strategic priorities. Ensure they are focused on your medium to short term strategic goals, not merely reflections of what you need to deliver operationally – this is about the future, not the next day (as important as that is).
Once the first 90 days are complete meet again to reflect on what worked and what didn’t, and then reset the next 90 days strategic priorities. Ensure they are focused on your medium to short term strategic goals, not merely reflections of what you need to deliver operationally – this is about the future, not the next day (as important as that is).
Building capability to deliver
Finally, in reviewing what worked and what didn’t, you may well find that some of the team, or those in the wider organisation, may not have the capability to deliver. Consider how they too could be coached or trained in the planning and problem-solving tools to help them implement the strategic priorities.
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