In week 4 of our series on Patrick Lencioni’s 6 Critical Questions for Clarity, we look at How will we succeed?
This relates to strategy, and as Lencioni says, “there’s a lot that goes into that”. Therefore, for clarity, I will quote Lencioni directly as he expands on the question; “How will we make intentional decisions that differentiate ourselves from our competitors and ensure that we give ourselves the best chance to succeed?”
This is a great statement. Strategy is about what you are doing to differentiate yourself, it’s not about doing a better job of the current daily work; its about getting things done that move you towards your vision while supporting mission. Strategy must align with your why, or you will lose the hearts and minds of those you need to make it happen.
Equally as important is Lencioni’s comment about intentional decisions. This is where the clarity requirement of the 4th question comes into play. Much like with values, as a leader, you should not need to think twice about making decisions that align with the strategy. The trick is in making sure others make aligned decisions every day. It’s easier said than done. A Harvard Business Review study of top Australian companies indicated that only 29% of employees could recognize their company’s strategy in a multiple choice question.
It’s about communication and clarity. A secret strategy is like secret networking – neither are likely to succeed. Details can be confidential, but strategic direction is for the entire organization, so communicate clearly and often
Be concise with clarity on:
- The Objectives – what will be achieved
- The Differentiation – why will it work
- The Milestones – when will it be achieved
- The Measures – how will we measure progress
- The Who – who will be accountable
We all process information differently, and at different times so communicate a consistent message often and in many ways: stories – real and fables; videos; short phrases; pictures; examples of smart strategic decisions and the wins they led to.
Wouldn’t it be exceptional if everyone in your organization understood and made decisions that support the strategy the way you do?
