Time to Connect

In one of our last blog posts, we discussed disconnection between leaders and staff and its consequences for strategy execution. The question is: how can you ensure the sustainability of the connection without a military command and control system?

Here are three ideas:

• Evaluate the real situation. Get someone from outside (this is important!) to run interviews with all members of your business unit to find out what really drives them. What are their personal value systems? What annoys them? What are they able to do, and what do they actually want to do? (Quite often, there is a substantial difference between the two.)
• Consider this feedback when you formulate your strategy or growth or change plan. We often see strategies that represent wishful thinking; the CEO is fully committed, but the strategy does not resonate with people. At least, formulate it in a way that makes it easier for your staff to buy in.
• Improve communication between leaders and staff from both sides. Make it easy and understandable. Practicing management by walking around and leading by example are necessary measures, but are not sufficient. Make your communication systematic, consistent, and continuous.

Many leaders we speak with do not recognize this issue. They think that they know what people think and want to do. It is precisely this assumption that is the first step for trouble in leadership and when it comes to any strategy execution.

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