Don’t Make These 6 Strategic Plan Implementation Mistakes

Strategic business plans can be a lot of fun–no, really. It’s exciting to turn a corner to have a new goal or approach. Implementation, on the other hand, is where things often fall apart.

It’s where strategy meets reality, assignments are made, and buy-in is sought. Planning is exciting, plan implementation is a grind. But smart leaders know the grind is worth it. The potential for positive outcomes outweighs the struggle of the implementation efforts. Still, leaders can save themselves a lot of headaches and extra work if they avoid these six common mistakes when rolling out a new strategic business plan.

The One and Done Strategic Plan Implementation

Build it and they will embrace it — is a misconception many leaders have. And it’s understandable. After all, a lot of thought and time went into creating the strategic plan. So why wouldn’t the company like it as much as those involved in the planning do?

Strategic plan implementation requires buy-in. It should never be presented as an order. An effective leader will unveil it and explain the why behind it, what it accomplishes, and how everyone in the company is a vital part of its implementation.

These components are important parts of the strategic business plan’s adoption, and they can’t be accomplished in a 30-minute pep rally-style announcement. Many companies host one large, glittery presentation because leadership is excited about the plan and want others to be too. But those “shows” fail to capture the importance of the strategic plan and how it impacts each department or area.

Effective implementation takes multiple touch points with team members at all levels of the organization and requires leaders to personalize the communications surrounding how everyone is involved and why that’s important.

Believing Implementation Happens Organically

Some new leaders think the plan will implement itself — just present and go. Post it in the break room, and everyone will assume their role in the business strategy.

Plan implementation does not happen organically. It requires planning and decisions, creating buy-in, and role-building. Remember, when someone is involved in the planning, they’re invested in the outcome. It’s likely most of the company isn’t as captivated as leadership is because they weren’t brought in to develop the framework, which brings us to…

Creating a Strategic Plan in a Vacuum

A strategic plan should not be put together with the same stealth as a surprise birthday party. Employees should know it’s happening. They may even be involved in providing some feedback in the obstacles and analysis stage. Even if they aren’t involved in the ideas, they should know it’s being developed. The first strategic plan rollout should be an unveiling, not a surprise.

Successful leaders seek out ways to get employees excited about the role they will play even before it’s presented to the company at large. Everyone should have a firm understanding of what’s gone into it and what expectations surround the plan.

Forgetting to Communicate the End Goal

Having a structure is great. Communicating expectations is terrific. But if employees don’t understand the end goal of the strategic plan and the changes surrounding it, they won’t understand the full benefit. They will have a harder time embracing it than the way leadership will.

It’s easy to get excited about the unveiling of the plan. Just remember to talk about where the company will be when the goals are met, and expectations are satisfied. That way, employees have something to look forward to. The plan implementation may require a lot of work on their part. They deserve to know what benefits will be uncovered through the plan.

The Time Frame Is Too Long or Too Short

Rolling out a strategic plan in a thirty-minute generic webinar is too little time dedicated to the implementation. On the other hand, requiring a task force with members from each department to adopt and create a timeline for the individual departmental implementation requires too much time. Effective leaders find a time that is “just right.”

When a goal deadline is too far away, it drops off employees’ radars and seems unattainable. Effective leaders introduce micro goals and measures to ensure that even if the largest goal won’t be accomplished for years, every employee familiar with the strategic plan knows what’s expected of them this quarter and the next and beyond that.

The Strategic Plan and Implementation Looks and Feels Old

While leaders who have been close to the planning may feel it’s worlds away from anything they’ve done in the history of the company, if the employees feel like it’s a tired rerun of the last time the company tried to do something new, they won’t support it. No one will get excited about something that has already been tried and they won’t believe a new outcome is possible.

A strategic business plan for your company is important but so is how you will announce, implement, and get buy-in from employees on it. Liddell Consulting Group works with leaders and organizations on strategic business planning, and the careful work of plan implementation. Our team has spent decades helping leaders work together to agree upon plans, pinpoint the direction of plans, and making sure your plan takes root throughout your organization. Planning tools and best practices are key to our work together as you define your organization’s core strategic decision points. This foundational work will bring out the best in your leaders and make your strategic business plan easier to communicate through the ranks. Contact us today!