So you just shared your idea for a new program benefit during your recent decision-maker’s meeting. AND you got everyone on board to implement the required changes immediately. In fact, they think this new benefit will really help increase revenue this year.
More often than not, higher-up executives focus a great deal of their time on developing strategic goals, but then pass the baton when it’s time for the execution of these objectives. However, once your involvement with this strategy ends, so will your employees’ willingness to uphold these newfound changes.
Follow these 3 simple methods to keep you better engaged throughout the implementation process of your new strategy:
- Create and communicate tangible goals — Rather than merely suggesting a change in workplace priorities, you must be clear with your expectations by explaining what steps your staff needs to take (and why) in order to keep the new strategy moving forward. Employees cling to the comfort of familiarity, so it’s important that you give them explicit permission to move away from the status quo.
- Be prepared to settle internal disputes — With a shift in strategy comes a shift in the budget allocation. For example, last year’s strategy might have given marketing a larger financial cushion to execute more direct mail campaigns. But if this year’s strategic priorities place a heavy emphasis on member retention, the budget will also change. You must be able to offer clear reasoning as to why the budget is being reallocated so certain departments don’t feel jilted.
- Measure progress and enforce consequences — Strategic goals are relatively pointless if you don’t check in with your team’s ongoing progress. To effectively execute your strategies, you must communicate the progress your staff is making in a consistent manner. If certain employees aren’t making much progress, you must articulate what needs to change and what the consequences will be if things don’t start falling into place.
To be a truly effective leader, you must not only talk the talk, but also walk the walk. As an executive, your employees are more likely to get on board with organizational changes if you provide them with clear reasoning, measurable objectives and ongoing encouragement.