What are the risks of getting your strategy communication wrong?
Here are my top three:
- We think have communicated the strategy when we have not. … So, nothing happens.
- People do not understand ‘why’ things have to change. The thinking behind the strategy is not explained…. The wrong things happen.
- And the biggest risk: The strategy does not change beliefs and behaviours, merely words and actions (for a short while)…. Behaviours stay the same, as does performance.
Here are just three of the common problems we see with poorly communicated strategy:
- No clear diagnosis or explanation of the problem the strategy is designed to solve. Without this, a change in strategy just feels like ‘yet another new initiative’.
- Glib statements: Phrases such as “Improve customer satisfaction” provide no guidance as to appropriate behaviours, where limits lie, and how to think about the problem for yourself. I am sure you have avoided these.
- The imperative for change is not backed up with proof of you being serious about change. This is one of the critical behaviours of successful CEOs who turnaround an organisation’s performance by changing the deeply embedded learnt behaviours.
The key is to break out of the ‘Communicate you strategy’ mindset: instead, to enter the ‘Socialise your strategy’ mindset. We could talk about what that means when we meet.
We have helped many Chief Executives in organisations as diverse as NHS WDCs, PCTs and SHAs to start-ups and large corporate. Most importantly when communicating changes in behaviours to delivery performance and results.
If you are serious about socialising your strategy and making sure behaviours actually change, simply give me a call or send an email to arrange a meeting. If nothing else we can discuss the characteristics of Chief Executives who have successfully socialised their strategy and whose strategy has changed deeply embedded learnt behaviours.