Tools | The Brainzooming Group - Part 5 – page 5
0

(Adapted from Inside the Executive Suite by Armada Corporate Intelligence)

Two junior team members in chief of staff / program manager roles asked how to best align with senior leaders to successfully share a strategy across an organization. Each was concerned about having enough regular access to senior leaders to feel comfortable in delivering consistent communications relative to what they would be saying in other forums. The challenge is doing more than just sending out a plan and expecting people to naturally understand the organization’s direction.

The Way to Successfully Share a Strategy

What can a senior leader do to share personal perspectives and expectations to facilitate stronger strategy implementation in an organization?

We recommend that an executive team develop its own strategy brief to support better, more aligned communication, and ultimately, strategy implementation. Borrowed from the idea of a communications brief, a strategy brief will:

  • Prompt greater strategic clarity and expectation setting
  • Help team members who are working on communicating and implementing the plan to perform effectively and creatively
  • Facilitate objectivity when judging the effectiveness and success of early strategy implementation

The strategy implementation brief contains three types of information:

  • Objectives – Detailing where the strategy should lead the organization, who it will impact, and what beliefs and action will be most important to success.
  • Preferences – Shares what messages, messaging styles, timing, and reinforcements pave the way for greater alignment.
  • Guidelines – Laying out what the strategy communication and implementation team needs to incorporate and avoid.

Within that framework, here are the questions to answer so your team can most effectively represent senior leadership to the entire organization.

Objectives

  • What is on the short list of initiatives that will move the organization forward?

Answering this question is step one in getting your strategic plan down to a bite-sized aspiration. Of all the initiatives you have planned, which handful are you, as a senior executive, going to monitor most closely? Your answer will determine whether you are going to move the needle or not.

  • What are your beliefs about the organization’s current situation? What do you think the broader organization’s beliefs are about the current situation? How do they need to change?

These questions begin addressing the arc of change you expect the organization to embrace. Is change critical to taking advantage of opportunities? Is a dramatically different direction needed to ward off challenges, but only after you overcome organizational complacency? Importantly, does the broad employee base see the organization’s situation comparably to the senior team? If not, orient the change communication toward what will make sense to THEM.

  • How do you expect the organization to think, behave, and perform differently with successful implementation?

Don’t spell out dozens of things you need employees to address so you can affect the desired strategic changes. Push your executive team to spell out five or fewer thinking and performance changes you are looking for from the organization. Pick only ones that will make a noticeable difference in results.

Preferences

  • What are the most important messages to convey and reinforce?

Identify the short list of messages most important for each target audience. Then do whatever homework you can do to see how those messages will resonate with your audiences. Far better to talk to audiences in ways that resonate with them versus ways that make sense to the senior executives.

  • What are the rallying points you will personally use to build momentum? How consistent do you expect to be in your own communication and messaging?

Share the talking points you expect will work best for you when you are interacting personally with audience members. Spell out how comfortable and confident you are in staying consistent with your messages. If you expect to shift them or are prone to get swept up in the moment and venture into new territory, let your team know to check back frequently for updates.

  • What emotions are relevant and okay to leverage to increase communication receptiveness?

Even if you’re data-driven and uncomfortable with emotional appeals, they do play an important role in business communication. Lay the groundwork for integrating appropriate emotions to move hearts in addition to minds.

Guidelines

  • Where are you looking for the team and others closer to the broader employee base to exercise their own creativity?

Once you’ve provided the foundation for your implementation team, let them know where they have room to bring their own ideas and variations to your thinking. Don’t expect them to be order takers, simply carrying out everything you dictate. Give yourself the advantage of tapping into the team’s expertise.

  • What touch points and feedback do you want from the implementation team?

This goes along with the previous direction. Share how involved and active you expect to be with the team. Make sure everyone understands how much latitude they have to act vs. circling back to the executive team for frequent check-ins.

  • What adjustments are you prepared to make if things seem off track?

Knowing your commitment level to the current direction helps the team plan for appropriate levels of change. Have you chosen an unwavering path, or are you experimenting your way into a new strategy, expecting to learn and adapt for the foreseeable future?

To Successfully Share a Strategy, Don’t Keep Your Implementation Team in the Dark

While it’s hardly statistically projectable, the two individuals asking how to align with senior leader messaging are likely voicing the sentiment of junior team members on the hook to implement your senior-level strategies. That’s why a strategic implementation brief is valuable for paving the way for an organization’s successful strategy implementation. – Mike Brown

 

fun-ideas-strategic-planning11 Ideas to Make a Strategic Planning Process More Fun!

Yes, strategic planning can be fun . . . if you know the right ways to liven it up while still developing solid strategies! If you’re intrigued by the possibilities, download our FREE eBook, “11 Fun Ideas for Strategic Planning.”

Download Your FREE eBook! 11 Fun Ideas for Strategic Planning

Enjoy this article? Subscribe to the free Brainzooming blog email updates.

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading

0

I lector at several different Catholic parishes around town (since, as one priest put it, I’m a Roamin’ Catholic). One parish provides an annual guide to the primary Bible readings included at mass. It contains background information, pronunciation guides, and verbal cues for reading the Bible passage to the congregation.

My reading assignment for Holy Thursday mass was a passage from Exodus. In it, God gives Moses and Aaron instructions for how the Passover meal is to be prepared and consumed. The background information discussed how central the Passover is to the identity of the Israelites and their relationship with God. It highlighted the three ways Passover is ingrained in the community’s identity through:

  • Creed – God’s identity is frequently described in relation to freeing the Israelites from Egypt
  • Story – Communications that point to and reinforce God’s role with the Israelites
  • Ritual – Prescribed celebrations (i.e., the Passover) that the entire community participates in together

These categories resonated with me as we work with clients on brand identity and culture change engagements. The structure conveniently organizes ideas. More importantly, it is valuable for generating new ideas to solidify and reinforce an organizational identity.

Let’s slightly adapt the categories for use in business and professional settings as a means to solidify organizational identity. Consider using:

  • Beliefs – Fundamental principles organization members believe and that shape their identity and relationship to the organization.
  • Stories – Messages that convey the organization’s past, present, and future among its employees and other audiences.
  • Ritual – The actions and behaviors organization members display to signal their belief and commitment to the organization’s purpose.

Put simply, how are you cultivating and reinforcing what your organization believes, says, and does to strengthen your organizational identity? – Mike Brown

If you enjoyed this article, subscribe to the free Brainzooming blog email updates.

Download Disrupting Thinking

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading

0

We were working with a client’s C-level team to develop its strategic plan. To help them articulate the organization’s strategic direction, we used several branding exercises. These branding exercises focused on identifying:

The combination of branding exercises effectively identified new language to describe its strategic direction and supporting strategies.

During the exercises and conversations to develop its big strategy statement, we discussed the role that expertise plays in the organization’s brand. Because expertise is central to the organization’s products, it has only considered a very strict definition for the attribute. That can be okay, but in a fast-changing market, ensuring everything is 100% proven slows solutions customers need. It also allows new, more nimble competitors to set the ground rules for important product features.

When we questioned the narrow use of expertise, they played back the attributes on the left as the defining characteristics for what expertise means.

We then added all the attributes on the right.

Our point was that the organization’s unquestioned expertise allows it to extend this attribute to work harder. Expertise COULD involve exploration and prototyping, where customers actively test and help develop new solutions. It’s unlikely that any long-term customer invited to test a product in development would see a potential glitch as evidence that the brand lacks expertise.

One meeting participant said this type of strategic thinking was a breakthrough for them. It opens up a whole new array of potential options.

Is your organization laboring under similarly narrow perspectives about your brand attributes?

If that seems to be the case, rethink your narrow definitions of brand attributes. Look at your brand attributes as platforms to innovate, expand, and introduce broader meanings that deliver greater value for your customers.

Or better yet, contact us, and let The Brainzooming Group take you through the business and brand strategy exercises to open your organization to a wide variety of growth opportunities!  – Mike Brown

If you enjoyed this article, subscribe to the free Brainzooming blog email updates.

Create the Vision to Align and Engage Your Team!

Big strategy statements shaping your organization needn’t be complicated. They should use simple, understandable, and straightforward language to invite and excite your team to be part of the vision.

Our free “Big Strategy Statements” eBook lays out an approach to collaboratively develop smart, strategic directions that improve results!


Download Your FREE eBook! Big Strategy Statements - 3 Steps to Collaborative Strategy



Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading

0

I see many business people conditioned to take what another individual asks or tells them at face value, accepting it as an order to fulfill.

That’s natural, I suppose.

Someone tells you they want something done, and maybe most of us are pre-conditioned to attempt to make it happen. That used to be me ALL the time. It’s still me SOME of the time.

5 Strategic Thinking Questions to Stop Undermining Your Success

Alternatively, when someone tells you what they want – whether it’s a boss, an associate, or a customer doing the telling – don’t immediately accept the comment as an order.

Instead, consider what the individual asked for as a suggestion.

Via Shutterstock

With that perspective, reconnect with the granddaddy of all strategic thinking questions: What are we trying to achieve?

Grounded in recalling what YOU want to achieve, ask yourself various strategic thinking questions to consider potential responses to the suggestion:

  • What other possibilities are broader or narrower that benefit the requester and enhance what we are trying to achieve?
  • What are other approaches that could add value for everyone involved?
  • How can we mock up something as an example to demonstrate the value of alternative approaches?
  • If delivering as requested isn’t the best situation for us, what can we suggest to complement the situation and increase the benefit for us?
  • If your first round of possibilities doesn’t resonate with the requester, what second round of ideas can you generate as possibilities?

When you run through these strategic thinking questions, you’ll be much better positioned to respond with ideas for mutually-advantageous alternatives instead of simply doing everything as ordered. – Mike Brown

Download our FREE eBook:
The 600 Most Powerful Strategic Planning Questions

Engage employees and customers with powerful questions to uncover great breakthrough ideas and innovative strategies that deliver results! This Brainzooming strategy eBook features links to 600 proven questions for:

  • Developing Strategy

  • Branding and Marketing

  • Innovation

  • Extreme Creativity

  • Successful Implementation


Download Your FREE eBook! The 600 Most Powerful Strategic Planning Questions



Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading

0

Idea Magnets display a creative leadership mindset that incorporates acting in ways that help others become high performers in their own tasks.

As you consider the people you interact with, ask what you can do and how you can do things to enable their strong performance in their own activities.

Want to learn more about Idea Magnets?

Find out more about how you can better embody a creative leadership style that sets you and your team apart for collaboration, imagination, implementation, and success! – Mike Brown

 

Keep current on Idea Magnet creative leadership secrets!

 

 

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading

0

Is your business-to-business brand looking for new product ideas, stronger innovation strategy opportunities, and a bigger impact?

If so, look for ways to shape the customer experience of your product’s end users.

That doesn’t mean the intermediaries your organization may view as its customers: the distributors, wholesalers, or others that sell or bundle your product. Look to the customer experience as delivered to actual organizations and/or individuals that are USING your product on a daily basis.

What do you know about the people who are touching, interacting with, and determining whether your product makes their days better or worse? (Or perhaps your product is so seamless or invisible that it doesn’t even register with them.)

You know those people are out there, but how much time do you devote to thinking about the impact your product has on them?

If it’s slim to none, it’s time to dramatically increase the amount of consideration you give to end users – right away!

We took that approach when developing an innovation strategy workshop for a B2B manufacturer. While the organization has extensive insights into its intermediaries, we oriented many of the innovation strategy exercises toward the ways the people using their product experience (or don’t) what the company manufactures. One participant noted at the end of the workshop that focusing on the experience was new and valuable for them when it came to identifying new opportunities.

If you’re in the same situation, look to the individuals that are the last ones to interact with your product. How can you orient your innovation strategy to the experiences THEY have? – Mike Brown

If you enjoyed this article, subscribe to the free Brainzooming blog email updates.

 

Need a Stronger Innovation Strategy to Grow Your Brand? Brainzooming Has an Answer!

Brainzooming Outside-In Innovation Strategic Thinking Tools eBookAre you prepared to take better advantage of your brand’s customer and market insights to generate innovative product ideas? The right combination of outside perspectives and productive strategic thinking exercises enables your brand to ideate, prioritize, and propel innovative growth.

Download this free, concise ebook to:

  • Identify your organization’s innovation strategy profile
  • Rapidly deploy effective strategic thinking exercises to spur innovation
  • Incorporate market-based perspectives into your innovation strategy in successful ways

Download this FREE ebook to turn ideas into actionable innovation strategies to drive your organization’s comeback!


Download Your Free Outside-In Innovation Strategic Thinking eBook

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading

0

You’re working on an important new employee or customer communication to further your branding strategy. You’re trying to say things succinctly. Perfectly. But as you’re looking for just the right word that will have just the right impact, it’s not coming to you.

What do you do?

The answer is obvious: you go to an online thesaurus and look up synonyms for the tired old word you would typically use. Or maybe you will settle for a little inspiration to imagine what the right new word could be.

Either way, I have a request to make.

STOP loving those generic words in the thesaurus.

I mean, if you REALLY think communication supporting your branding strategy will be fine with just any old generic word, than I suppose you can go ahead and do it.

On the other hand, if you want to use language that sounds like your intended audience and resonates with them, don’t make the online thesaurus your first stop for ideas.

Instead, explore previously-well received communications you’ve delivered to your audience. While you may be looking for new ways to communicate key elements of your branding strategy, chances are what works with your audience has more to do with building up consistent language that means something to them than it does with constantly throwing new terms at them.

Another great source to draw from?

Revisit comments and language that your audience already uses to talk about your brand. Those can come via documentation from online surveys, online collaborations, customer service calls, emails, testimonials, or content they have shared through social media.

If you have some time and/or the means to do it, reach out to your audience with questions that allow them to talk about the area of interest to you.

In our experience, any of these options are better, more on-target sources for meaningful language than an online thesaurus.

Why?

It’s because these words come directly from the audience. That makes the language more likely to score on its simplicity, understandability, and resonance.

So, yeah, I know it can be tough, but do yourself a favor: step away from that thesaurus.

Your audience will thank you, and so will your ROI.  – Mike Brown

If you enjoyed this article, subscribe to the free Brainzooming blog email updates.

Download 10 Questions for Successfully Launching

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading