Managing a successful organization has never been easy, but given today’s rapidly evolving changes, the leadership challenge, at least for most of us, is greater than ever. Pressures from a variety of stakeholder groups compete for our time, attention and resources. More than ever, distractions seem to intercept our good intentions. Results—favorable ones—don’t occur without a plan. Exceptional results happen only when the plan is well executed. Unfortunately, too many of us invest far more time in developing the plan than in managing or executing the plan.
More Than an Exercise
Strategic planning is a discipline that should be logical, practical and manageable. Many of the plans I review these days seemingly lack depth and evoke far too little action. Now that we have adopted the concept of strategic planning, let’s ensure we introduce plans to our teams that produce the desired results. Planning should become integrated into our patterns of management at all layers of the organization, not simply an exercise for the board and a few select executives.
Missing Components
Two areas of planning I recommend consistently including in your strategic planning process are innovation and culture. Certainly these areas are difficult to articulate, but they are crucial to your success in driving the desired results. Whether you are competing for residents or employees, your ability to establish objectives for enhancing the culture in which your services are delivered creates a competitive advantage. In great work cultures, great ideas can come from any team member in any department. Setting the tone for culture is the foundation to creating a more innovative environment in which people want to contribute.
Monitoring Success
People want to know how their performance stacks up against expectations. Routine reporting on key accomplishments against the plan is often missing beyond the executive suite. Success happens when the entire organization is aware of the strategic plan as well as how they are doing in completing the objectives driven by that plan. Measuring and communicating success is more than simply crafting an email or printing a newsletter. Engaged teams want a personal account from leadership on how well they are achieving the goals for the organization.
Link to Performance
Is your organization performing at its absolute best? Why or why not? Is your strategic plan a living document embraced by your entire organization, or something that occupies space on your shelf only to be discussed at board meetings? Are you winning the “war for talent”—are the brightest people coming to work at your organization?
It is no longer enough to be good at anything—consumer expectations for your brand are high. If your organization is performing at a level that doesn’t create “wowed” customers, your plan needs work, and your executional tactics need attention. The journey of successful strategic planning and organizational performance must get your attention daily.
