There are all kinds of cool planning philosophies and frameworks that feel like they could make you a strategy giant, if only you could get enough executive time to explore them all. For those of you who thirst after knowledge, youâ€™re always running into new ideas that could be beneficial. How do you integrate this into how your organization actually thinks?
In some ways weâ€™re stuck between the executive, who donâ€™t have time for all this and the business leads who are immersed in their particular focus. I work by the mantra that if itâ€™s not interesting, itâ€™s not important. If itâ€™s important but not interesting, I havenâ€™t positioned it well. People want to succeed and if youâ€™re playing an important role in their success, you wonâ€™t have a problem in getting their time. If you canâ€™t be certain that people wonâ€™t want to go back after you show your shiny process or discussion to them, youâ€™re not ready to proceed. Be that good.
People all think differently, but people are smart. People want to look smart when they stand in front of senior and executive staff and talk about how they are delivering on their desired states. Try integrating these more detailed streams of thinking into the preparation and analysis that goes into meetings with executive, but do this with your business line leads. Pepper this into the environmental and balanced scorecard analysis discussions. This way, you make the most of your executive time, you are able to get this thinking into the room, your senior folks come off looking like rock stars and best of all â€¦ itâ€™s interesting. Helping your senior staff to understand the factors that drive and resist success is nothing but a great use of time.