What’s holding you back? Here are the most common barriers to corporate road-mapping — and how to instantly banish them from your boardroom.
Does the thought of undertaking strategic planning give you chills? Are you worried that something might go wrong, or you’re not doing it right?
Don’t worry — you’re not alone.
In fact, I’ve been facilitating strategic planning sessions for more than 10 years and I continue to be surprised by how much hesitancy, fear and dread I encounter around this process.
It seems a poorly run or poorly organized strategic planning is like a bad horror movie that people just can’t get out of their heads.
But, when I hear about some of the sessions that my participants have been part of, this lingering bad taste in their mouth makes perfect sense. Sometimes sessions can go sideways. Sometimes they go nowhere. Or, most damaging of all, sometimes they lead to personal insult to and disengagement among stakeholders.
But that doesn’t mean the participants or the subject matter is to blame – it’s usually the process itself.
Here are a few common strategic planning bugaboos you may recognize – and some easy steps on how to fight back.
The problem: I often hear from clients that they’re worried if they have a room full of participants representing multiple different business units and roles, the team will end up with too many ideas competing for limited airtime, leading to inefficient and exhausting debate.
Here’s what I say when I hear that: GREAT! The more diversity of thought, the better.
When it comes to strategic planning, thorough discussions are essential. To achieve this, you need more – not fewer – perspectives!
The solution: So how do you prevent a multitude of voices from descending into chaos? The difference is the design of the process, the way the session is run.
A properly trained facilitator (whether internal or third-party), uses consensus-driven methodologies that ensure a clear understanding emerges, that everyone stays on track, and that the outcome works for the participants – and the business.
Remember: everyone has intelligent input to offer when you ask the right questions.
The problem: Oftentimes, a group will complete a highly successful strategic planning
session, and emerge bursting with bright ideas, innovative solutions and ambitious commitments. Yet, when the plan is completed, it quickly gets buried under a pile of urgent paperwork, and is slowly relegated to the bottom drawer of the boss’s desk, never to see the light of day again.
So, the problems you set out to solve, the patterns you wanted to break, and the new way forward you envisioned, never gets off the ground.
There is nothing more disappointing than seeing good work go to waste. But, the good news is, you can easily prevent this frustration with just two simple clicks of your calendar.
The solution: First, choose the first initiative identified in the plan, and schedule it to be planned right away. In fact, try to schedule that kick-off meeting before you even leave the room where the planning has taken place.
Next, schedule one more meeting: a 90-day review. Include all people involved in the initial planning session. Here, ensure participants are prepared to report on what has been accomplished in the past six weeks since the planning ended. This will help reinforce that the work completed is being measured, that it’s important, and that each outcome matters.
It’s even better if this session is facilitated by the same person who led the strategic planning session, so you can bring everyone back into the same atmosphere, energy and mindset as the first.
The problem: It is very difficult to be a subject matter expert, a leader and a facilitator all at the same time.
The solution: When planning a strategic planning session, give the leaders a break. Consider hiring a third-party to take the reins of the session. This will take the pressure off internal stakeholders or meeting leader to act as neutral observers (which can often be nearly impossible!). Bringing in a neutral facilitator also removes the risk of and perception that any one person’s voice gets more weight than another’s. It also minimizes the chance that participants feel ‘railroaded’ into supporting a certain point of view. Plus, leaders can listen, fully participate and contribute their wisdom – rather than running the show or feeling like they’re in a room full of .
The problem: Sometimes highly trained or experienced people just don’t think those in other roles “get” what the discussion is about. So, they’re reluctant to bring in people who hold junior positions or have less experience. Yet even though these different voices and viewpoints may seem unsophisticated or uninformed to one, they’re actually very much important contributors.
The solution: I firmly believe that only by collecting everyone’s wisdom can you get the wisest result.
A trained facilitator can design process which incorporates diversity to create a richer result. The benefit then becomes the enhanced perspective of the participants, the greater commitment to the results from more parts of the organization by involving more voices.
A tool that we often use is a “journey wall” which helps illuminate the history that has come before the current situation, where the group stands today, and what the ideal future state looks like. It can be really helpful to bring in a graphic illustrator to support this process; they can help create an illustration that captures this context and information in a way that’s easy to understand and actually see. As a bonus, then you have a permanent image you can use again and again.
These are just a taste of the common worries that hold people back from conducting a productive and valuable strategic planning session. Stay tuned for more tips coming soon. In the meantime, if you’re looking for a facilitator to help lead you through these, and other, thorny questions, reach out any time.
Parsons Dialogue is based in Calgary, Canada, serving clients across North America. We design and facilitate strategic processes that help teams collaborate with clarity and confidence.