After strategic planning: The missing link
The board of directors approved the strategic plan, and all the work that led up to the strategic planning event culminated in the alignment of the vision, mission, and strategic objectives. The hard work is behind us!
Not really! After the plan is approved, the rubber hits the road with real-time action and deliverables. Clarity in communication, objective sharing, project planning, and task assignments still need to be assigned and monitored. Each year, we aspire to create greater ease and flexibility in execution, meet timetable deadlines, and ensure that we meet strategic goals. And we are optimistic that this year will be no different.
Recently published research indicates an untapped resource is readily available in organizations ready to take on the challenge to be rigorous in consistently delivering high-performance results. This missing link is the mid-level talent eager to learn, evolve, and be seen as strategically-oriented mid-level leaders.
Eight characteristics are indicative of this high-performing group, the fourth of which is maintaining and modeling a strategic orientation. This characteristic includes several sub-components. In the scenario I’m focusing on today, a branch manager learned to strategically design and execute a methodology where front-line employees became trusted advisors for members. The emphasis is on strategic execution rather than developing project management skills. (The eight characteristics start on page 13.)
continue reading »
