How to Get Strategy on the Agenda!

Putting strategy on the agenda, whether it involves developing, implementing, or following up, can be extremely challenging when we must simultaneously juggle everyday tasks and contend with the daily “crocodile wrestling”.

In this article, we’ll explore best practices I have observed for getting strategy on the agenda at all levels of your organization. Additionally, we’ll introduce a simple yet powerful tool to help achieve this. But first, let’s address one of the most common pitfalls.

While well-intentioned, the tradition of annual or semi-annual strategy workshops where we follow up on the strategy often relegates strategy discussions to isolated events. Employees and managers tend to focus on strategy only in the days leading up to these gatherings, leaving it largely untouched in day-to-day operations. And when the session is over employ- ees (and sometimes also managers) feel relieved as they can now return to their “real work”.

Related to the above is the lack of continuity. Strategies that lack ongoing attention and reinforcement quickly lose relevance. When strategy discussions are confined to sporadic meetings or workshops, they often fail to be part of daily work life, resulting in disengage- ment and detachment.

I will argue that the worst practice is infrequently prioritizing strategy on the agenda, despite addressing it with depth and thoroughness when it does occur.

Instead of occasional deep dives, integrating strategy into daily discussions and meetings, establishing a high frequency, rhythm, and routines nurtures a culture of continuous align- ment.

Identify specific forums within your organization, ranging from executive meetings to team huddles, and consistently include strategy as a regular agenda item. By integrating strategy discussions into routine interactions, you reinforce its significance and relevance. Aim to establish a consistent cadence.

Move away from mundane PowerPoint presentations and embrace the art of storytelling. Encourage managers and employees to share brief success stories or challenges related

to the strategy implementation. This humanizes the process and fosters genuine engage- ment.

When individuals emotionally connect with the strategy, they are more likely to internalize its importance and actively contribute to its realization. For example, adopting the practice of starting all meetings with a brief “strategy-sharing” from an employee and rotating the responsibility among team members each time can be beneficial. This should not exceed five minutes at the beginning of a meeting or session.

Avoid overwhelming teams with exhaustive strategy updates. Instead, focus on bite-sized, actionable insights that resonate with daily tasks. By distilling complex concepts into digest- ible nuggets, you empower individuals to grasp the essence of the strategy and apply it effectively in their roles.

Consider utilizing the attached template to craft a clear plan for prioritizing strategy on the agenda within your organization. Specify the frequency at which strategy is currently and will be addressed in the future, identify the forums where it will be discussed, and outline the methods and level of involvement.

By instilling a rhythm of strategic engagement throughout the organization, we demystify strategy and empower every individual to contribute to its success. Remember, strategy isn’t just for the boardroom—it’s a guiding force that should permeate every aspect of organiza- tional life.

By embracing small, frequent interactions and fostering a culture of storytelling and simplic- ity, we can ensure that strategy remains relevant, actionable, and impactful at all levels of the organization.

If you’re eager to enhance your strategic capabilities and achieve your organizational goals, please consider contacting me!