Death of a Good Strategy

What is the cost of a failed strategy?  Depending on your organization, it will range from lower revenues to bankruptcy.  Was it a faulty strategy or simply a failure to execute?  Over the years, I’ve seen dozens of good strategies fail because they weren’t executed.  Strategy is like driving – you can’t steer a parked car and you can’t execute a strategy stuck in park.

When I first evaluate a failed strategy, rather than examine its construction, I look for signs of execution failure.  Execution failure is easy to spot.  A quick look at how strategy is understood within the halls of a company will tell you a lot.  Do the employees have a clear picture of how the company creates value for its customers?  Do the employees describe the unique value proposition of the company the same way the executive team does?  Are managers using their strategy to prioritize their work and guide their decisions?

When you observe execution failure, the answer to these and similar questions is a resounding “no”!  So, instead of jettisoning the strategy, look first at execution.  Effective execution starts with alignment.  In practical terms, it requires the company’s model, organizational construct, and culture to be consistent with its strategy.  If the strategy is reasonable the culprit is most likely misalignment – start there.  Do your metrics reflect and support your strategy?  Do your policies and procedures recognize and reward the right behaviors?  Can everyone answer the question “why do customers buy from us” in a consistent way? 

Complex strategies also contribute to execution failure.  One of the most challenging tasks of an executive team is to create a simple and compelling summary of its strategy.  The old adage ‘less is more’ is critical to strategy execution.  When employees can’t identify the line of sight from their contribution to the company’s strategy, failure is on the horizon.  Briefing the strategic plan to your workforce is not sufficient to bring alignment or relevancy.  Just as Tip O’Neill stated that “all politics is local” so also all strategy is local.  Translating and localizing strategy is a critical function for all leaders – make it accessible and meaningful.

Ignition happens when the leader’s strategy and workforce alignment intersect.  The spark is from the vision and the fuel is employee engagement.  Success comes from bringing the spark and fuel together in the same place at the same time.  Every organization is unique and the root cause of misalignment is sometimes difficult to spot.  One of the best tools to uncover these disconnects is the Prana Business PB Line-of-Sight™ diagnostic.  It focuses on the strategic elements that drive execution and employee engagement, and allows understanding of the root cause factors that impede the joining of the spark and fuel.

Lastly, don’t boil the ocean.  Strategy execution requires a series of connections.  Once you identify the factors that are hampering your execution, select the levers that maximize progress and focus there.    Employees expect commitment and consistency from their leaders.  When they see alignment within the leadership team, they will be more likely to follow.  Once you get the flame started, consistently feed the fire with new fuel.  Keep your employees engaged with regular deliveries of strategic content and they will keep the fire burning.

Duane Grove is founder of Connect2Action, a strategy execution specialist at the intersection of employee engagement and executive leadership, igniting innovation as a lever to accelerate your growth.  Follow Duane on Twitter @connect2action and connect with him on LinkedIn, Facebook, and Google+.  Learn more by visiting www.connect2action.com.

A Worthy Example

Like millions around the world, I’ve been captivated by newly elected Pope Francis.  Here finally is a world figure worthy of emulation.  America’s leaders would be we well served to take notice.  The reported stories of his humble beginnings and decisions to eschew the trappings of his office, speaks to the values of humility and service like no other in recent history.

Given his record, we may finally have an example whose character stands as a steadfast testament to servant-leadership.  Despite the luxuries and trappings often associated with his office, I believe he will withstand the temptations of power that so often corrupt those elevated to such significant position.  Many of America’s leaders would do themselves and our Nation great service by emulating his example.  Starting with the White House and Congress and down to every level of government, the United States has lost its true leadership spirit - to serve the people.

Business leaders are equally at fault.  Rising to the ranks of the C-suite can tempt people to view themselves as better or more worthy than those on the front line.  Most don't envy the success of those who earned the opportunity to be at the top.  After all, the American dream is a universal one.  However, when leaders use their success to bully others, people are justified in speaking out.  Executives do their organizations a great service to remember their own journey to the top and work tirelessly lifting others to attain similar success.  Ask yourself these questions.  Are you “too important” to make a pot of coffee for yourself and others in the morning?  Do you thank the janitor when they empty your trash each day?  Do you open the door for a subordinate or offer to help them carry supplies when you see them struggling?  When is the last time you served your staff a meal instead of them serving you?

Pope Francis should serve as a beacon that points us back to the foundation of humanity.  Service is and always has been our highest calling yet many have lost sight of it.  Our National leaders have a great opportunity to turn the ship around - look eastward to Rome.  Here is a man that recognizes the great responsibility and burden to be a leader.  With humility comes influence not coerced from title or position, but earned by example.  Our government leaders could start by dispensing with the artificial trappings of their offices and get back to basics of governing.  

I was deeply moved by the recent movie Lincoln. It reminded me to value simplicity and service.  President Lincoln labored over the weight of responsibility laid on his shoulders.   His character and humility allowed him to guide the Nation with integrity.  We can transform our Country.  We can once again be a beacon of core values in the decisions we make each day.  We can demand that our politicians and business leaders be held accountable as servant-leaders.  When they don’t, we should show them the door and replace them with those willing to serve.  We could start by demanding term limits for all elected offices to ensure politicians must eventually live with and by the decisions they make “on behalf of the people.”

I have been disappointed and often disgusted by the narcissism on display in America.  From the White House to Hollywood and everywhere in between, our Country has become a cauldron of self-serving egotists whose only objective is to shine a spotlight on themselves.  Our popular culture creates icons of people with the trappings of success but who lack the true heart of leadership.  Great men like Dale Carnegie are difficult to find in American business today.  Political leaders assert their power over others and draw influence through “contributions” they then reward with “gifts” at the expense of others.  Even some spiritual leaders have fallen under the illusion that success affords them the right to violate their stated vows.  What has our Nation devolved into?  If our Country’s founders were to suddenly appear, I believe they would be shocked and disheartened by what they see.

We have a unique opportunity to change the course of our history.  Pope Francis represents for me and I hope for many others, a shining example that calls us back to the true spirit of humanity.  Servant-leadership is all about lifting others, being “other” minded, and remembering that we’re all in the same boat.  We are all equal.  Take this time and decide on a fresh start.  We can return our Nation to the great beacon of hope it was conceived to be.  We can once again become a land of equal opportunity where a helping hand is the norm.  I am hopeful.  Our Nation is filled with incredible people with great capacity and sincere hearts.  We have the responsibility to be examples of servant-leadership.  We simply need to step forward, accept the challenge, and set the example.

Duane Grove is founder of Connect2Action, a strategy execution specialist at the intersection of employee engagement and executive leadership, igniting innovation as a lever to accelerate your growth.  Follow Duane on Twitter @connect2action and connect with him on LinkedIn, Facebook, and Google+.  Learn more by visiting www.connect2action.com.

Why Employee Engagement Doesn’t Belong In HR

Asking your Human Resources (HR) team to lead employee engagement (EE) is a mistake.  On the surface, it may appear that EE is a very human- driven endeavor, but ask yourself one simple question: what business objective is motivating your desire to have an EE effort?

The primary motivation for most EE initiatives is to engage the workforce in the execution of the company’s business.  Leaders are seeking greater effort from its employees aligned with the objectives of the organization.  I would submit therefore if the objective of your EE effort is improved execution, then the place to start is strategy, not HR.  Let me explain.

First, some believe the outcome of an EE effort is to improve employee morale and general happiness.  However, both morale and happiness are intrinsic qualities that are difficult to quantify and even more difficult to develop.  Satisfaction may be a better attribute to pursue, but even it has limitations.  Too many EE initiatives I’ve reviewed are focused too much on trying to get employees to “feel good” about their jobs and the company.  But what good is a group of excited employees if their energy isn’t directed toward a common purpose?  An energized employee without a clear purpose is a waste.  Worst, it’s unsustainable and the company will have wasted its time and money getting employees spun up over nothing.

Second, what most organizations need in EE is to motivate change consistent with the strategic direction of the company.  Often, that change can run counter to standing HR policies and procedures.  I’m not talking about legal constraints.  What I’m referring to is roles, responsibilities, and performance expectations.  If HR leads your EE effort there will often be an inherent conflict of interest where the very policies meant to “protect” the company are impediments to progress.  Keep in mind that the primary function of HR is talent acquisition and management, compliance, and protecting the company’s interests.  When push comes to shove, HR will err on the side of guarding the company’s interests, not those of employees – that’s their job.

EE should create a healthy tension between talent management, HR , and the strategic trajectory of the company.  Therefore, leaders serious about creating a culture of engagement should consider asking their strategic development team to lead the effort.  Engagement should seek alignment between strategic intent and employee action.  An EE effort grounded in the company’s strategy will generate far greater returns than one designed to try and make employees feel good.  What employees want more than happiness on the job is to feel valued.  They want to know that the work they do has purpose and is being recognized as contributing to the goals of the organization. 

If you’re contemplating an increased effort on EE, I would challenge you to ask yourself the following questions?

1.              How aligned is your workforce with the strategic intent of the company?

2.              Do your employees have a clear line of sight between the overall strategy and the work they perform?

3.              How well does your leadership and the management team communicate and translate strategy?

4.              Would your employees view the strategy as relevant to the work they do?

5.              Is there a common sense of purpose and direction throughout the organization?

Honest answers to these questions can help you get a handle on how well aligned or how misaligned you are.  These create insight that should guide your EE efforts.  What you notice about these questions is none of them are rooted in an HR perspective.   If your objective is to improve EE in order to improve results, then treat it as a strategic imperative.

Duane Grove is founder of Connect2Action, a strategy execution specialist at the intersection of employee engagement and executive leadership, igniting innovation as a lever to accelerate your growth.  Follow Duane on Twitter @connect2action and connect with him on LinkedIn, Facebook, and Google+.  Learn more by visiting www.connect2action.com.