Three lessons for creating AND relaying your strategy
It's uncertain times. A.I. is storming the workplace, Trump is causing constant upheaval and trade conflicts, wars are raging on our borders; just to name a few factors... Organizations must relate to constant change. And that means a lot of adapting, adjusting and quicker strategy changes. But that doesn't get you there. If people do not believe in it and it is not told well, it can backfire: damage to reputation and money and waste of time.
This is why Speak to Inspire is increasingly being asked to help organizations with this issue: how do you ensure that the strategy becomes known to all levels of the organization? And get people to act accordingly? In other words, how do you make the desired change urgent?
A great example of a successful strategy and dorvetellen is Mamdani. He won a resounding victory for the Democrats.
Importantly, he used a new strategy and passed it on resoundingly.
What three lessons can companies learn from this?
1. Provide simple language and an appealing message
Strategy is often captured in powerpoints full of container terms. Those in the know can make sense of them, but it quickly becomes complete abracadabra for those not involved. As a result, the message gets lost. Therefore, wrap your strategy in language that can be understood by everyone, and reduce it to an appealing message that can be retold.
For example, Mamdani's message was to make New York "for everyone" again by making the city "affordable."
2. Leave plenty of room for your own follow-through
A strategy provides direction and frameworks, but has different implications for different teams. It is important to acknowledge this and give managers the freedom to translate it into the daily practice of their team or department. In doing so, each constituency feels part of the whole, while recognizing the explanation and feeling acknowledged in its own uniqueness.
Nice example was Mamdani's Halalflation video, in which he provided "proof" of rapidly rising costs in a simple and effective way for a specific audience.
3. Give meaning with personal examples and anecdotes
To convey a strategy well, you need to feel the need, or at least the deeper meaning. Personal anecdotes are a key to providing that meaning and emotion.
Every now and then, Mamdani showed with personal examples that he meant business, which gave his battle more meaning and power. Such as [EXAMPLE]
The danger is that strategy remains a paper reality; a set of abstractions that never make it to the shop floor, or creates more confusion than direction. With these 3 lessons, you can bring strategy to life. So that people start to see its value and want to contribute to it. Of course, this is not a silver bullet, but in the right mix of things, very effective.
020-4204068
info@speaktoinspire.nl
Three lessons for making and passing on your strategy
+31 20 4204068
info@speaktoinspire.nl