Two weeks into 2016, how well is your team prepared to adapt, focus, and deliver results that will take your organization on an upward trajectory? How ready are you to capture new business in a fragmented marketplace?  Chances are, if you approach your strategic, brand and operational planning the same way you’ve done it in the past, you are likely to wind up with the same status quo results.

Business planning, team building and project plans all have one thing in common- they have an increasingly short relevance and viability in today’s markets. A new approach- focused on value, adaptability, innovation, urgency and sustained results for all stakeholders is called for.

Perhaps you’ve decided to meet as an executive or departmental team to recast or update your strategy for 2016. Congratulations, now the key question- how do you design an effective, engaging session given the urgency and need for insight, alignment and quantifiable outcomes?

Here are 5 “next practices” for a “re-set” of your team in 2016:

1. A Relentless Focus on your “Mountaintop”

Vision is great, absolute clarity of what success will look like when you arrive is even better.

What are the 3 to 5 highest value initiatives that your company needs to achieve? Will in fact these initiatives produce both external market growth and build superior internal capability?  This will allow your entire team focus on the vital few and prevent you from being sidetracked or overwhelmed by too many “urgent priorities”.

What is your “burning platform” or market imperative that drives the need for a strategic update?  A cross functional representation of your key leadership should weigh in on your agenda planning to finalize the meeting scope, length and final participants.

2. Market and Operational Intelligence

All relevant research on your industry space, current & forecasted market conditions and internal capability assessments should be done prior to your strategy session so that the actual meeting is focused on action, not analysis.

Your 100 day strategy agenda should contain a comprehensive list of topics to be discussed as well as a brief on external speakers. Feedback should be solicited from all members who will participate. The feedback is often gathered in a pre-offsite interview with the session facilitator and designed to be anonymous.

3. Build an “Emotional Participation Arc”

Strategic planning sessions and executive retreats can be an extraordinary venues for collaboration among the members of your executive team in your pursuit to achieve a purpose. Hence, limit the number of formal, elaborate PPT presentations during the retreat to allow more time for your participants to share their insights and exchange ideas with each other.

Just like great theater, a retreat should have an emotional arc. Typically, you would want to have a lower level of emotional engagement in the early stages as the issues and environment are explored, building to a fully engaged, passionate discussion of the issues and potential solutions as key strategic initiatives are identified. At the end of the retreat, participants should feel energized and ready to act vs. beaten down by an overcooked agenda, or rehash of past failures.

4.“Break it” for Breakthroughs

“Next practices” are best developed across functions, where hand-offs occur and new standards and processes can be developed. No company can progress if they remain in silo-ed thinking. Your offsite can be a source of significant breakthroughs if the different functional areas are allowed to “free-stream” ideas for improvements in a collaborative way.

It means having the courage to confront and “break” legacy systems, behaviors and practices. Additionally, we have seen several CEOs literally extend a session until they were sure that they had a unified mindset among all team members to the mission, vision and key strategic initiatives developed during the retreat. Not consensus, but a genuine overall agreement as to the best direction to follow at this time, knowing that a pivot may be necessary in the future.

5. Communicate, Mitigate Risk & Align

Changes and new strategic directions developed during the strategic offsite often give birth to several potential risks. You and your executives must be on the same page on how you will manage all the risks that comes with the changes.

The participants of your strategic planning session are your best project leaders and champions in implementing and communicating the changes. Therefore, before you end the strategic planning meeting, an essential step is to secure the commitment of your management team in adopting and owning the changes agreed upon during the sessions.

Finally, your employees are both your most important stakeholders and have the greatest impact on whether your strategy will work or…you’ve just engaged in another “offsite rope climbing exercise”. Make these internal communications a top priority. We have frequently seen the effective use of alignment “business model maps” deployed to communicate strategy.

Internal or External Meeting Guidance?

Internal (employee) facilitators often have an advantage of knowing the company and key  players well, but may not have the position power, be limited politically and/or have a  limited strategic skill set. Even if they have all three attributes, many internal experts often prefer to remain neutral and be part of the offsite experience as opposed to facilitating it.

You may instead want the objectivity of a professional strategic adviser to keep the meeting moving forward, overcome conflicts, and recognize/help the group pivot when necessary. A good facilitator is not only an expert at strategic planning, but they know how to manage the session “flow”, group dynamics, energy levels and when to limit or extend strategic discussions.

We wish you the best of success in 2016 and beyond.

Getting Your Team Aligned for an Extraordinary 2016

We are less than 60 business days away from 2016, and the economy, while not perfect, is in the most receptive shape we have seen in years for new market plays. How well is your team prepared to adapt, focus, and deliver results that will carry your organization forward in 2016? Are you truly ready to capture new business in a revived marketplace? Do you have the right team and successors in place to capitalize and execute on opportunities?

Chances are, if you approach your strategic, brand and operational planning meetings the same way you’ve done it in the past, you are likely to wind up with the same status quo results.

This article summarizes much of what we have said to thousands of leaders this year in 35 conferences and multiple private corporate retreats. At NextWORKS, we’ve been using the term “prodaptive” to describe leaders that are able to forecast and interpret market impacts on their strategy and make changes in an anticipatory  fashion vs. waiting.

This ability to see ahead and stay focused is crucial to strategic initiative success. Even the most successful companies (Apple, Netflix, others) are continually adjusting some aspect of their business model- even to the point of pivoting away from the initial concept (think Instagram).  In addition, both short cycle (Food) and long cycle (Engineering  & Construction) organizations face the same challenges- maintaining alignment, customer centricity and how to tap the collective intelligence of their workforce.

Where to start?  The Prodaptive 100 Day Plan

Perhaps you’ve decided to meet as an executive or departmental team to recast or update your strategy for 2016. Congratulations, now the key question- how do you design a plan of action given the urgency and need for insight, alignment and quantifiable outcomes?

The most effective outcomes from these strategy meetings are met by reaching a unified mindset about where to go, when to go, and how to get there.

Seven Key Steps to a Successful and “Prodaptive” Strategy:

1. A Relentless Focus on the “Mountaintop”

 Vision is great, absolute clarity of what success will look like when you arrive is even better.

What are the 3 to 5 highest value initiatives that your company needs to achieve? Will in fact these initiatives produce both external market growth and build superior internal capability?  This will allow you to focus on the things that truly matter and prevent you from being sidetracked or overwhelmed by too many “priorities”.

What is the “burning platform” or market imperative that drives the need for a strategic  update?  A cross functional representation of your key leadership should weigh in on your  agenda planning to finalize the meeting scope, length and final participants.

2.  Market and Operational Intelligence

All relevant research on your industry space, current & forecasted market conditions and internal capability assessments should be done prior to your strategy session so that the actual meeting is focused on action, not analysis.

Your 100 day strategy agenda should contain a comprehensive list of topics to be discussed as well as a brief on external speakers. Feedback should be solicited from all members who will participate. The feedback is often gathered in a pre-offsite interview with the session facilitator and designed to anonymous.

3. Hire a Professional Facilitator

 How you conduct your meeting is almost as important as the outcomes themselves. Once you have identified the need to do a strategic planning meeting with your executive team, it is important to decide whether or not to engage an external adviser to facilitate the meeting.

Internal (employee) facilitators often have an advantage of knowing the company and key  players well, but may not have the position power, be limited politically and/or have a  limited strategic skill set. Even if they have all three attributes, many internal experts often  prefer to remain neutral and be part of the offsite experience as opposed to facilitating it.

You may instead want the objectivity of a professional strategic adviser to keep the meeting  moving forward, overcome conflicts, and recognize/help the group pivot when necessary. A good facilitator is not only an expert at strategic planning, but they know how to manage the session “flow”, group dynamics, energy levels and when to limit or extend strategic discussions.

4. Build an “Emotional Engagement Arc”

Strategic planning sessions and executive retreats can be an extraordinary venues for collaboration among the members of your executive team in your pursuit to achieve a purpose. Hence, limit the number of formal, elaborate PPT presentations during the retreat to allow more time for your participants to share their insights and exchange ideas with each other.

Just like a stage play, a retreat should have an emotional arc. Typically, you would want to have a lower level of emotional engagement in the early stages as the issues and environment are explored, building to a fully engaged, passionate discussion of the issues and potential solutions as key strategic initiatives are identified. At the end of the retreat, participants should feel energized and ready to act vs. beaten down by an overcooked agenda, or rehash of past failures.

5. Leading and Milestone Metrics

How will you know you have arrived? Leading edge indicators, dashboards and visually oriented tracking techniques are all important to
establish during the course of your offsite. These are generally supported by clear project plans with owners and timetables. Additionally, goals and objectives should follow the SMART criteria (Specific, Measurable, Actionable, Realistic and Time-based)

6. “Break it” for Breakthroughs

“Next practices” are best developed across functions, where hand-offs occur and new standards and processes can be developed. No company can progress if they remain in siloed thinking. Your offsite can be a source of significant breakthroughs if the different functional areas are allowed to “free-stream” ideas for improvements in a collaborative way.

It means having the courage to confront and “break” legacy systems, behaviors and practices. Additionally, we have seen several CEOs literally extend a session until they were sure that they had a unified mindset among all team members to the mission, vision and key strategic initiatives developed during the retreat. Not consensus, but

a genuine overall agreement to the best direction to follow at this time, knowing that a pivot in direction may be necessary in the future.

7. Communicate, Mitigate Risk & Align

Changes and new strategic directions developed during the strategic planning session often give birth to several potential risks. You and your executives must be on the same page on how you will manage all the risks that comes with the changes.

The participants of your strategic planning session are your best project leaders and champions in implementing and communicating the changes. Therefore, before you end the strategic planning meeting, an essential step is to secure the commitment of your management team in adopting and owning the changes agreed upon during the sessions.

Finally, your employees are both your most important stakeholders and have the greatest impact on whether your strategy will work or…you’ve just engaged in another “rope climbing exercise”. Make these internal communications a top priority. We have frequently seen the effective use of alignment “maps” deployed to communicate strategy.

We wish you the best of success in 2016 and beyond.

Check out our upcoming events on the speaking tab above.

This year, the competition for talent and market share has intensified on the elements of strong brands and inspiring leadership. An effective external brand should also represent the organization’s culture and… the value that the firm has been able to consistently deliver to its customers (i.e. attract the best talent and deliver excellence). And yet there is often a “value gap” between what customers and employees experience vs what organizations portend their brand to represent. The real problem is, the value gap issue has not been addressed in a strategic and holistic way. Additionally, we tend to see personal, individual brands as separate from team effectiveness and company market brands differently than employer brands. This “siloed” and piecemeal approach leads to the confusion and ambiguity experienced by customers, employees, investors and other stakeholders alike.

View Full Size Infographic Image

Tanvi Bhatt, India’s leading Brand Strategist noted that executives who promote their personal brands also contribute to boosting the viability of the company’s they represent. The executive’s personal brand, together with the company’s brand, has a direct effect on increasing the company’s market value.

In addition, while a company’s corporate brand is deemed important in how the company would fare in the stock market, a strong leadership brand is a value add to its marketability. Per Weber Shandwick and KRC Research, 49% of an organization’s overall reputation is attributed to the CEO’s “brand” and 60% of market value is attributed the company’s reputation.

From an ROI perspective, a strong, individual leadership brand equates to greater fulfillment in customers’ and investors’ expectations, thereby translating to superior financial performance ( think Jobs, Branson, Bezos etc).  It is also important that an individual’s value to the organization and marketplace be absolutely transparent, and to employ a holistic approach in leveraging authority and expertise without sacrificing “brand equity” (think about the disastrous sequence of Hewlett Packard CEOs).

For a company, it is all about becoming indispensable to the customer; for an individual leader, it is all about becoming indispensable to your organization.

From a market perspective, it is crucial to build an effective leadership brand through clearly defined talent development plans, and to know how to leverage your brand in the marketplace with a clear “leadership presence”. Many customers consider a CEO’s reputation before buying their product. These online and offline reputations not only affect customers, but investors as well. Whether a CEO is forming a start-up or managing the investment funds, shareholders may consider a CEO’s reputation before investing or getting involved.

At the Executive Next Practices Institute, the term we use to describe an individual or company brand that is truly indispensable is known as being “VITAL”. Being VITAL to the marketplace means that you are: Valuable, Impactful, Transparent, Adaptive and Leveraged across your organization.

This topic is being covered in detail at a series of our Workforce 2020 C-suite events and workshops this year. These sessions are designed to improve executive and team leadership brands for value, effectiveness and improved market visibility. Some of the practical skills that will be covered at these events include: how to identify and create a mosaic of leadership “differentiators” for improved team, customer and market effectiveness; how to best leverage and manage multi-media (video, social media, speaking); and how to use multi-rater feedback to enhance brand equity. View more details or request information at www.enpinstitute.com/events or email info@enpinstitute.com 888.857.9722.

Sources:

1. http://personalbrandingindia.wordpress.com/2012/11/07/benefits-of-employee-branding-for-your-corporate-brand-1/
2. http://www.webershandwick.com/uploads/news/files/CEO_Spotlight_ExecSummary.pdf
3. http://socialmediatoday.com/tompick/1647801/101-vital-social-media-and-digital-marketing-statistics-rest-2013
4. http://www.forbes.com/sites/cherylsnappconner/2014/01/18/5-new-reasons-ceos-should-maintain-a-stellar-reputation-online/