Funniest Piece Of Fiction Is Your Strategic Plan

I don’t know how your strategic plan came to be.
Maybe it involved a consultant.
Perhaps it came out of a corporate retreat.
Maybe your leadership team asked the organisation, researched it and put real thought into it.
It’s not too controversial to suggest that quality varies. And that the amount of time and money you spend doesn’t correlate with the quality of the plan.
It takes some organisations weeks to cobble together a plan like, “be good at our jobs”.
But it almost doesn’t matter.
Your employees come into work, check their inboxes and do what’s right in front of them.
The strategic plan doesn’t come into it.
Now, your organisation might be different. But only if it really focuses on this. For everyone else, the plan is relevant for a week or two, as the top bosses design the plan, then the folk below them adapt it for their teams, then the folk below them do the same…
And then the plans within the plans go into the draw to gather dust.
Entropy attacks your strategic plan. It attacks strategic everythings. Because without continuous investment, people default to doing what they’ve always done.
You can’t blame them.
Most leaders get bored with their own strategic plan after a few months. They give it a cursory glance here and there, but it doesn’t… you know, do anything.
Everyone does what they’ve always done and will tie it to the plan if challenged on it.
It’s a shame, though.
Because with strategic disconnect like this at every level… well, you’re all just drifting.
The plan is important, in the sense that it keeps everyone pulling in the same direction.
Yet it’s irrelevant, because it doesn’t do anything.
But it doesn’t have to be this way.
The strategic plan can matter – as, indeed, it should.
But it only does its job if everyone thinks about it often. It has to be at the back of everyone’s mind when making decisions.
If people get the chance to forget about it, they will.
So the trick is to keep reminding them.
Show your employees that, yes, in fact, you’re serious about this and the plan matters.
Use the plan, show them how to use it and celebrate those who follow it.
This requires discipline and consistency. Of course it does – if you’re slack, look forward to strategic disconnect rearing its charming little head.
A strategy isn’t something you launch. It’s something you live every day. And the day you stop living it is the day it stops being the plan.

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