Staying On Top

...it is about making a conscious choice to create your future.

Strategy is not about devising and implementing a linear path toward one particular outcome -- it is a way of thinking that must be in the forefront of your mind as you observe the world around you, and it must permeate every decision you make. It may take time to adopt a strategic way of thinking, but once you do it will become second nature.

At its heart, strategic thinking is very simple. In fact, it is as simple as one, tow, three: One, where are we now? Two, where do we want to go? and three, how do we get there? It is within the role of any team leader, manager, small business owner, or organizational leader to know their current situation and what they want to achieve in the next three to five years, and to work with others to reach that goal. However, strategy is not about designing a map for the future and then setting it in stone -- it is a dynamic process that defines a broad path along which you and your organization or team will achieve success.

You must always be thinking strategically. When something unexpected happens, your first thought should be " how does this affect our strategy?" and you must be ready to reevaluate or change strategy if you need to. Even once you have implemented a strategy and achieved the outcome you were hoping for, you must fight the thought that you can simply do the same again and still be successful. The world around you -- the context in which you are making strategic decisions -- never stays still. Stay alert to your changing environment and always look for new and better options. Strategic management is not about making continuous knee-jerk reactions to a series of unconnected events -- it is about making a conscious choice to create your future.

ACTION POINT: Develop and practice the habit of thinking strategically.

Capturing Knowledge

The key to making knowledge-management systems work is cultural

As a part of the implementation phase of your strategy, put in place a system to make the most of the valuable knowledge within your organization. The main function of this system is to capture important knowledge and store it in a form that you can easily access in the future. You can store it simply on paper or in files, or in electronic documents or knowledge-management software.

Tailor the system you use to the importance of the information you are storing. For example, firms for which knowledge is of great advantage, such as international law firms, often invest a considerable amount of money in bespoke knowledge - management systems; smaller firms can achieve good results with word-processing and spreadsheet software.

The key to making knowledge-management systems work is cultural -- you need to create an environment in which sharing knowledge is both encouraged and rewarded.

ACTION POINT: Encourage and reward the sharing of knowledge.

Managing Knowledge

important knowledge that can give a competitive advantage exists within all organizations

The implementation of a new strategy is an uncertain time -- you have made changes and your team are having to deal with new challenges. Some people may decide to leave, and if they do, any knowledge they have -- knowledge that could give you a competitive advantage -- will leave with them and be lost to your organization.

In some types of business, it is easy to see where knowledge is a source of competitive advantage. An accountant who has superior knowledge of taxation, for example, is best placed to save their clients money. However, important knowledge that can give a competitive advantage exists within all organizations. You may have someone who recognizes the best-quality fish on the market and buys it at the best price, or someone who has superior knowledge of donors and can attract income to a charity. As a strategic manager, it is important to look at your team and others in your organization and identify who has important knowledge, so that you can make sure that you keep it during strategic change.

ACTION POINT: Build a team that has specialists with specific important knowledge for your business.

Maintaining Morale

Reaching each target can give a great sense of satisfaction to your staff and help to inspire confidence.

Measuring your progress toward targets has the additional benefit of boosting staff morale. You already know that change may involve a period of uncertainty for all. You role as a confident and visible leader through strategic change can be enhanced by setting realistic targets and then collectively achieving them.

Reaching each target can give a great sense of satisfaction to your staff and help to inspire confidence. For example, if you set an interim target for your team to decrease their processing time by 4 percent during year one and they achieve a figure of 4.5 percent, they are more likely to give that little bit extra in the following years to help you reach your overall objective.

Measure progress with the following:

• Identify the final target of your strategic plan -- what are you aiming to achieve, and by when.
• Identify important targets along the way, and key turning points along the journey.
• If your targets or milestones are far apart, look for intermediary targets.
• Put in place a system to report the progress toward each target.
• When you achieve a target, share it with your team and celebrate success.

ACTION POINT: Keep your team motivated by celebrating milestones when they are achieved.

Setting Targets

think about where you are going, what it is going to take to get there, and when you aim to achieve your goals.

When setting targets, think about where you are going, what it is going to take to get there, and when you aim to achieve your goals. If your strategic goal is to grow your position within the market by 40 percent, for example, you might set the goal of 15 percent growth each year.

Alternatively, you might set an increased sales target of five percent in year one and 30 percent in the next year following the acquisition of a competitor. if your strategy is for your team to have a more central role with extended responsibilities in three years, you might set targets of hiring one new person with different skills in year one and two more staff in each of the following years. Or, you might measure the flow of work on a monthly basis to check the increase in volume and type of work. Whatever measures you choose, they will help you to check that you are still on track.

ACTION POINT: Establish steps tied to time lines to measure your progress.

Monitoring Progress

Strategy is about the future, and despite your best attempts to analyze what might happen, you don't have any certainty that the future will be as you have predicted.

You have been through the process: you've analyzed yourself, the environment, and the market; you've assessed your options and planned your approach; and you've started to implement your strategic plan. You will not know the final outcome for three to five years -- are you going to wait that long to see if you are on the right track?

Strategy is about the future, and despite your best attempts to analyze what might happen, you don't have any certainty that the future will be as you have predicted. There are likely to be changes to the environment (such as economic issues or new technology) and to the market - new competitors or products could remove your market, for example.

You may also have unexpected internal issues in your organization. It is crucial, therefore, that you monitor your progress, by setting targets to be achieved and milestones that must be passed, if you are to ensure that your strategy remains on course to deliver the desired outcome.

ACTION POINT: Understand strategy change requires time and the monitoring of progress to ensure you stay on course.

Tolerating Mistakes

...you need to create an environment in which mistakes are tolerated in the early days of a new strategy.

It is important to realize that, as people move out their comfort zone, they may make more mistakes than usual. However, if you punish someone who has made a genuine mistake when trying to act in a new way, he or she is likely to stop trying new things. Instead you need to create an environment in which mistakes are tolerated in the early days of a new strategy. This will take courage on your behalf, as you are responsible for the actions of your staff, but it will lead to greater success, lower staff turnover, and less resistance to change in the long run.

Sometimes it is not what is said to you but what is not said that sends the most powerful message, so try to look out for any unspoken signs that a member of your team is struggling. Periodically ask your team members whether you are giving the support they need.

ACTION POINT: Exercise patience when starting a change.

Recognizing Success

A simple "well done or "thank you" may be sufficient to boost the morale of individual team members

As part of the review progress, take time to assess and acknowledge what each individual is doing well. This is important, because it can be difficult for members of your team to know whether they have changed their behavior in the right way unless someone tells them that what they are doing is right. If a person doesn't receive these positive encouragements they may be unsure and are likely to feel unsatisfied (given their extra efforts) or may even drift back to doing things the old way. Your role as a manager is to encourage and reward every individual within your team for doing new things right. The effect of these positive words or rewards is to recognize and reinforce the desired new behaviors your new strategy requires.

A simple "well done or "thank you" may be sufficient to boost the morale of individual team members, but you can also use more structured ways to mark success. If you measure your collective progress toward goals and targets, for example, you can then directly reward team members for achieving these milestones (either individually or collectively).

ACTION POINT: Measure progress and reward success with encouragement as well as in tangible ways where appropriate.

Reviewing Progress

Once you see individuals in action in their new roles, you can offer guidance on how they can do things better.

Telling someone how to swim and them being able to swim are different things; it isn't until they jump into the water that you and they know whether they have understood your instruction. The same is true when you implement a new strategy. Once you see individuals in action in their new roles, you can offer guidance on how they can do things better.

Set aside time on a regular basis to meet with members of your team and review their progress on a one-to-one basis. Use this time to assess their performance against targets you have set an discuss any problems they are having in adjusting to their new role.

ACTION POINT: Observe action and review progress to keep change on track.

Guiding your Team

Your role is to be their "coach"

Some managers think that setting the strategic direction and preparing their team for change is sufficient, but to get the best out of your team you need to provide guidance as the change progresses. Your role is to be their "coach" -- to review their progress, help them to find ways to perform their new tasks better, offer encouragement and reward success.

Ask your self, am I supporting my staff in their new roles?

• Have I been clear in helping my team understand what needs to happen to deliver the new strategy?
• Have my team confirmed that they understand their new roles?
• Have I scheduled time to monitor the team as it move forward?
• Have I set aside time to make myself available to answer questions and to provide reassurance?
• Have I ensured that the organizational systems that are in place encourage the new behaviors necessary to implement the change, and will not drag the team back into their old ways?
• Have I devised ways in which to reward success?

ACTION POINT: Engage your team through coaching to provide guidance.

Overcoming Resistance II

Provide reassurance that the future, under the new strategy, will be better than the present.

Resistance to change can be expected. The following will minimize resistance to change.

• Provide information. Give detailed reasons for why the change needs to happen, and encourage question of the situation.
• Encourage involvement. Where possible, involve individuals in the development your strategy -- they are more likely to accept it if they have played a part in its creation.
• Engineer the situation. Create a "crisis" to encourage closer teamwork -- in crisis people usually stop silly arguments and work together on the main task.
• Provide training. Offer training and coaching where appropriate, so that all individuals are confident in any new roles they have to perform.
• Work with the group. Provide facilitation where group resistance is a problem, and work individually with members of the group.
• Tackle fear. Provide reassurance that the future, under the new strategy, will be better than the present.

ACTION POINT: Overcome the fear of change through involvement, training, teamwork and information.

Overcoming Resistance

Resistance can also stem from individuals asking "what's in it for me?" before thinking " why is it good for the organization?"

Change is often "logically" prepared by managers and leaders but responded to emotionally by staff. Negative reactions to change often result form a lack of understanding of shy it has to happen -- the need for the change may not have been sufficiently well explained or staff may have received misinformation through gossip or leaks. Resistance can also stem from individuals asking "what's in it for me?" before thinking " why is it good for the organization?"

In many organizations, there are political forces at work. Groups of people may have different priorities and will seek their own outcome rather than the desired outcome of the organization. If you don't have power to influence these groups yourself, try to win the support of those who do.

Some of your strategic decisions may result in some people losing their jobs. It would be easy to assume that those who didn't are automatically happy. However, some argue that this is not the case and that those who survive feel uncertain or negative about the organization (some refer to this as survivor syndrome), thinking: "If they let my friend go this time, will it be me next time?" What is certain, however, is that staff will make a judgement about how the change happened and whether you behave fairly. If they believe you did, they are more likely to continue to support you.

ACTION POINT: Understand that there will be negative reactions to change.

Balancing your Responsibilities

It is also important to keep in mind that your customers or clients will not wait and that you have to keep the daily "business as usual going"...

As you implement your strategy, it is important to ensure that you make enough time in your day-to-day work for guiding your team through what may be choppy waters. However, leading those who are implementing your strategy and delivering change can end up demanding a great deal of your time and energy, and it would be easy to focus all your attention on it. It is also important to keep in mind that your customers or clients will not wait and that you have to keep the daily "business as usual going or your business will suffer.

Plan how to balance these two equally important needs so that you do not neglect either. Look for ways in which you can manage your work flow to give you more time for your strategic leadership (building up stock, for example, to keep things going without your input for a period of time). If necessary, consider hiring extra help, such as temporary staff to deal with the day job, or look into appointing consultants who can help you manage the change.

ACTION POINT: Don't forget your day job.

Communicating Effectively II

Communicate the details of the plan clearly to your team.

Effective communication involves keeping your team in the loop and staying on track. Some steps in the process include:

• Determine what information each individual or group will need to know.
• Decide when they will need to know it.
• Choose the most effective means to communicate that information
• Choose the right person to deliver the information.
• Record these details in a communication plan.
• Communicate the details of the plan clearly to your team.

Some signs that you may be off track include:

• Thinking that you don't need a communication plan because you'll know what to do at the time
• Giving mixed messages about the reasons behind the change
• Adopting a "one size fits all" model of communicating

Staying on track with effective communication is best accomplished by:

• Planning how you will communicate different types of information to each party in advance
• Being consistent in the facts you give to different groups
• Changing your communication style to match the needs of the audience

ACTION POINT: Plan to communicate effectively and be both consistent and flexible.

Communicating Effectively

...it is important to spend time identifying the key information that you must communciate yourself.

One way to ease concern and guide your team is to have an effective communication plan. This is a set of "instructions" for exactly how you will disseminate information about your strategy and its implementation to all relevant parties. It can be difficult to keep everyone happy all of the time, but one thing that you must always bear in mind is that what your team members will object to most is hearing important news that affects them personally from others (and even worse through the media).

This doesn't mean you have to (or should) do all of the communicating personally, but it is important to spend time identifying the key information that you must communicate yourself. In addition identify the most important things to be communicated in person, by you or another member of the team. Other less important things can be communicated in other ways, such as by memo or email.

ACTION POINT: Communicate, over communicate when necessary.

Reassuring your Team

At first, the new tasks will not be natural and will take longer; and more mistakes will be made.


Implementing change inevitable means that your organization or team undergoes a period of uncertainty, which can make people feel unsettled and anxious. By its very nature, strategic change means the organization will stop doing some things and begin doing new, unfamiliar things. At first, the new tasks will not be natural and will take longer; and more mistakes will be made.

It is important to reassure your team at this unsettling time, or they may begin to express their doubts in the direction you are taking them. Your role is to not have doubts (at least in public), and to keep telling your team members about how the changes will benefit them as well as the organization. The more difficult things become, the more reassurance they need form you.


ACTION POINT: Keep your team informed and reassured in the midst of change.

Understanding Responses to Change

Individuals with each of these personality types perceive the need for change differently.


Individuals perceive time differently. Listen to people around you, and you will find that some are always talking about tomorrow (future oriented); some are more focused on today and what is happening now; while others spend the most time talking about the past.

Individuals with each of these personality types perceive the need for change differently. This difference can be exaggerated by the scale of change: some people will be relatively relaxed about their job moving to another country, for example, while some will be anxious about moving their desk into another office.


ACTION POINT: Understand the way different personality types perceive the need for change.

Preparing others for Change

As you implement your strategy, spend time helping everyone who will be affected by the change understand and prepare for it.

Your role as a manager during change is to make it happen. This is far easier to achieve if you support your staff and take them with you on this journey. As you implement your strategy, spend time helping everyone who will be affected by the change understand and prepare for it.

One issue to remember is that you and other management (especially senior management) may have been working on the need for change for some time. In your minds, it is clear why it should happen. For other staff, a strategy to change may come as a complete surprise. To mitigate adverse reactions it is important that, even if they don't like the change, your staff fully understand why it is necessary. Take the time to explain this. Also remember that with the journey you are taking them on, things may get worse before they get better. If people are going to follow someone on such a journey they must have confidence in the leader. Be that confident leader, and demonstrate that you are confident in you actions. Make yourself visible and available--this is not time to hide.

ACTION POINT: When introducing change, ensure your team fully understands why it is necessary.

Leading in Difficult Times

Leaders earn their money when things are not going so well

Of course, it isn't that difficult to be a leader when times are good. Leaders earn their money when things are not going so well--when income is falling, staff are not working well and are leaving and competitors are overtaking you. Changing strategy involves making significant changes and this can often make things worse before it makes things better.

At these times, people will be looking to you for reassurance that you are taking them on the right path. Indicators that you are off track include:

• Spending most of your time behind your closed office door
• Giving the impression of being indecisive or weak
• Sounding negative or unenthusiastic, or lacking in a sense of purpose

Indicators that you are on track include:

• Being approachable and visible to those you are leading
• Inspiring confidence in your ability amongst those you are leading
• Focusing on the context of any situation and adopting appropriate behaviors.

ACTION POINT: Look at leaders you admire and make a list of what you an learn from them.

Implementing Your Strategy

By definition, a leader is a leader of people (managers by comparison tend to manage processes) and can only be effective if those he or she is leading choose to follow.

However well you have planned your strategy, if you make mistakes or are indecisive during implementation it will have little chance of success. You must lead your team confidently into a new future, keeping track of your progress along the way.

As in every aspect of life, there is often a natural resistance to change when you implement a new strategy. Change is a process that has to be led, so it is important that you develop leadership skills that will help you guide your organization and team through to a successful outcome.

In the past, leaders were defined by their characteristics--such as confidence, intelligence, and being an expert. Much leadership training was based upon developing these traits. However, while these are traits that recognized leaders do exhibit, many are rather generic and difficult to measure and develop. Recent thinking defines leaders not by the characteristics that they have, but by what they do. Rather than having a set style of leadership, an effective leader analyzes every situation (the context) and then adopts appropriate behaviors. By definition, a leader is a leader of people (managers by comparison tend to manage processes) and can only be effective if those he or she is leading choose to follow. A good leader, therefore, must develop strong follower-ship amongst others.

Everyone can become a better leader. Leadership skills can be developed through coaching and training, but ultimately your capability to lead others will develop through practice and experience.

ACTION POINT: Work on your leadership skills and strive to understand the context of a situation and how to adopt the appropriate behaviors for your team.