Leaders Affirm Strategies: How Clearly Communicating Your Strategy Speeds Execution of Large-Scale Initiatives

By: Edwin H. Boswell and Henry M. Frechette and Jocelyn R. Davis

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Synopsis: Success in business is all about creating the most value faster than the competition. Yet research shows that only 30% of strategic initiatives fully succeed on time, even with streamlined processes in place, detailed metrics to chart the course, and plenty of resources on hand to get the job done. Why? Because an exclusive focus on pace and process often leads to superficial results: lots of activity, but little forward motion. In this chapter, the authors focus on the first of four leadership practices proven to increase strategic speed: strategy affirmation. Strategy affirmation is key because before you can drive speed of execution, you must ensure that your people know where they're going and are motivated to get there. Strategy affirmation consists of three leadership imperatives: 1) Understanding the components of a complete strategy; 2) being aligned and alert; and 3) helping others buy in to the strategy. Using real-world examples from Holiday Inn, Morgan Stanley, and Tata Sky, the authors explain the components of a good strategy, what it means to be aligned and alert, and how to achieve buy-in. The chapter concludes with a brief self-assessment to help you size up your personal effectiveness at affirming your organization's strategies. This chapter was originally published as Chapter 3 of "Strategic Speed: Mobilize People, Accelerate Execution."