Why are some leadership teams able to successfully translate strategy into action while others fail to realize their intended outcomes? McChrystal Group's latest virtual roundtable unpacked this question and identified some common myths, realities, and pitfalls that prevent teams from optimizing performance.
Below is the complete recording of the session and a summary of key takeaways and recommendations. For more information on McChrystal Group’s approach to aligning teams around a common purpose and improving execution, visit our resources on Strategy Alignment.
Myth: The panoramic view enjoyed by leaders at the top of an organization is sufficient for setting actionable, enterprise-wide strategy.
Despite the belief that senior leaders are best positioned to be aware of all the nuances of their organization, they often experience a disconnect between high-level strategy development and its effective implementation at the front line.
There are many reasons for this, but most often, it is because their biases and perspectives shape strategy without adequate insight into the organization's day-to-day operations.
Organizations face too much complexity for one person or even a small group of leaders to account for every major internal dependency and external influence.
Leaders must retain responsibility for clear, top-down guidance but deliberately seek out bottom-up refinement from those closest to the issues, even when that feedback is tough to hear.
Organizations biased toward inclusivity will find they increase buy-in to the strategy and improve its credibility.
The panel highlighted a state agency that used periodic organizational pulse checks to monitor team member buy-in and surface critical insights for senior leaders.
Myth: If a leader clearly communicates their vision and why it is important, the teams within the organization will know how to execute.
It is easy for even the best-intentioned teams to misinterpret a strategic plan as it filters down through multiple layers of leadership. Many leaders have experienced a business review in which front-line teams have missed the mark on their original intent. Bridging the gap between aspirational goals and the methods an organization will pursue is where the rubber meets the road in strategy execution.
Leaders must communicate the "How" by cascading the methods and initiatives throughout the organization. Effective strategy alignment cascades the actions teams should take and how they fit into the big picture.
This process works best when it proactively includes key middle-layer managers and network influencers who are best positioned to think critically about constraints and interdependencies and then serve as champions for the strategy. By including them in the process, they will better understand how the pieces fit together and can drive collaboration across departments.
The panel highlighted a cyber firm that had previously struggled to maximize the collective success of its different divisions. When the strategy was recast to emphasize bringing integrated solutions to customers, it elevated the importance of cross-functional collaboration and redefined how teams planned and worked together.
Myth: In developing strategies, teams should singularly focus on what they are going to do and assume that anything that is not on that list is a lower priority.
It’s easy for each iteration of strategy development to become additive to the previous cycle. Organizations layer on new "priorities" to the point where it becomes impossible to focus on anything truly. As lower levels of the organization try to do everything, all the time, with the same resources, the organization becomes slow, and inertia takes over.
Leaders must embrace the difficult task of identifying and removing what is no longer a priority to make room for what is most relevant. Defining—and clearly communicating—what teams will start, stop, and continue provides clarity on where resources need to flow.
Given the importance of these decisions, teams are wise to routinely pressure test planning assumptions. A pre-mortem analysis forces leaders to ask questions about what could prevent us from reaching our goals, how likely that is to occur, and how significant the impact will be.
Organizations can remain focused and adaptable when they take a rolling approach to strategy reviews instead of approaching strategy development as a one-and-done effort. Each organization's cadence will vary, but by establishing an appropriate review rhythm, leaders can assess what is working, troubleshoot off-schedule initiatives, and reallocate resources to ensure the strategy stays relevant and agile.
When combined with an effective operating rhythm and empowered by technology solutions that bring visibility to the organization, an aligned and living strategy sets and maintains the conditions for teams to perform.
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