How Leaders Overcome Barriers to Strategy Execution

Why is it that so few strategies are actually implemented? According to IBM, even the well-crafted ones seem to be dumped and ignored in a pile of good intentions as much as 90% of the time. What has happened between the design of the strategies deemed critical to the success of an organization and the timely execution of the plans? 

From our vantage point of over two decades delivering leadership training programs, we contend that the fault is in a lack of leadership. We think the major culprits in the sad tale of bad strategy execution are conflicting priorities and unclear strategies.

Strategy Clarification
The best leaders know how to create a strategy that defines clear and compelling choices about where to play and what actions to take. But this is only the beginning. For a strategy to make a true difference, it must be properly executed…it must be understood, believable and implementable enough by all key stakeholders. That is not an easy or a simple task.

When leaders sense that their strategic plan is not being implemented at the quality or speed that they expect, they find that the strategy is not clear enough, not agreed to, not perceived to be equal to the challenge, or not supported by adequate resources to truly succeed. What moves should a leader make to bring their strategy to life? Take the steps necessary to get all key stakeholders on board and pointed in the same direction before pushing ahead.  

Conflicting Priorities
The challenge for leaders is to maintain the focus on and momentum behind the strategy they have defined. It is all too easy to get distracted by the day-to-day fires or shiny objects that arise. Leaders must re-focus their own energies and the efforts of their workforce toward executing on the strategic priorities. They are the ones to drive change and enable employees to spend time on important long-term priorities as well as the urgent and short-term needs. They must hold themselves and their teams accountable for making progress against the agreed-upon plan. Otherwise it’s business as usual. If, for instance, you plan to expand your marketing presence in order to better establish your brand and entice new customers, don’t allow those resources to be spent elsewhere for short-term gain. 

The Bottom Line
Without strong and focused leadership, a well-defined strategy and a clear focus on the goal, your strategy sessions will be mere exercises in futility.

Learn more at: http://www.lsaglobal.com/leadership-development/