Leaders of the most successful and resilient organisations clearly communicate strategy and priorities so all employees can understand the link between their daily functions and the results they achieve.
Saying it and doing are two different things. Even those employees who can articulate the strategy do not relate to it unless they clearly understand how strategy is connected to their roles and their work. In the absence of strategic clarity most people will default to doing what they think is right, whether or not it is consistent with the company’s strategy. Strategy should be boiled down to a few simple but powerful themes, which must be artfully communicated and constantly reinforced.
Organisations can anticipate unintended consequences. Strategic messages should be tested for relevance against a set of assumptions and a sound fact base. Strategy should be explained what it is – and what it is not. It must be articulated in the context of the specific outcomes that will or will not be pursued in the future.
Communicating a clear vision of what the company will look like several years out is not just an informative process – it must be motivational. Employees need to be given the opportunity to gauge visible signs of progress over time.
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