¿Cómo comunicas una estrategia ganadora para tu equipo?

I agree wholeheartedly with tailoring the message, but please, for the love of all that is holy, don't pigeonhole associates into thinking they only understand or are interested in strategic elements aligned to their current role. People have growth trajectories, varied backgrounds, and also, need to hear diversity of opinions. Finance people can hear HR strategy, Ops people can hear sales strategy, the front-line can hear executive perspectives, and vice a versa all the way around. Most people don't have the foresight to know when these conversations will become relevant, but they never will if you don't have them. Cross-educate, in addition to traditional information flows, and watch the synergies foment more open collaboration.

Professionals are going to enjoy different perspectives and speak differently about the goal than clients and customers, and it could even be argued they will not view the goal’s end function the same way - understanding is the first step in creating a language, that as much as possible, means the same thing to everyone in the process. Getting everyone to speak and understand the same language is key.

When you say a "Winning Strategy," the question comes to which team? There are so many departments in the organization, and every team is interconnected with each other in some way or another. You need to ask in-depth questions about the strategy you are going to communicate. After that, you need to analyze and understand your audience through surveys and different assessment methods for their needs.

Understanding your audience is crucial, and not making assumptions about your audience's needs, challenges, desires, and the way they prefer to receive information is best analyzed through primarily data collection. Primary data collection is the process of gathering data directly from a first-hand source. And it doesn't have to be a cumbersome process. One thing I have found helpful is pulse surveys—short surveys to a sample of the different audiences you serve. It's allowed my team to challenge our own assumptions and had the additional benefit of uncovering biases some team members held that we could address and work through.

An additional item for consideration would be understanding your team’s strengths and weaknesses. Devising a strategy that emphasizes their strengths, while either minimizing or reinforcing the weaknesses is vital to empowering your team. I look at it with a military perspective- know your weaknesses and send reinforcements there, play to your strengths.

It is critical that your audience sees themselves and their role in the strategy. Oftentimes the lack of addressing “ what’s in it for me “ leads to a lack of buy in and the view that this is the leadership team’s strategy and not that of the collective organization. Without addressing the granular role of individuals and teams strategy is doomed to be seen as lofty ideals doomed to fail!

Additionally, it is crucial to communicate concisely and make the message short and clear. Team can easily get confused or feel overwhelmed when the information is a lot (longer than expected).

A winning strategy is one that will bring organizational succcess, enhance the credibility, marketability, social appeal, efficiency and profitability of the company/organization. The leader needs to fully believe that the new strategy will achieve these and other benefits, without causing harm. Only then can the leader articulate each parameter to the Team members. While the leader communicates the reasons behind the new strategy, she/he also needs to listen to and incorporate ideas from team mebers. That is how the leader will "inspire, motivate, and align team members with a clear and compelling vision of success." Pradeep Ganguly

I like to create audience profiles that document my strategy meetings. In this profile you can describe the audience, the strategy and the outcome. It's kind of like a journal that will help you reflect on your process after the meeting and allow you to draw conclusions that push you forward as a product manager.

As a leader, I sell the 'big picture' to my team and we develop the strategy to achieving this picture together. I have found that this helps to drive ownership. We all see this strategy as our 'baby' and strive to make it successful because we own it! Now, how do I sell the big picture? By telling them what we are trying to achieve and why we need to achieve it. What it means for our organization and the team. Then, we find the 'how' together Another thing I have found helpful is connecting with each of my team members personally, being genuinely interested in their growth and actively supporting them with it

Sometimes a 'strategy' needs to be developed from scratch. I experienced this in a former management position, and implemented strategic planning to bring about results that were tailored to the sales area I was focusing on, as well as considering employees' perspectives based on their years of experience with clients. Once again, communication is essential.

The projects I've overseen, be it in HR, Client Services, Wellness, or Communications, all stem from a holistic understanding of the broader vision. Whether it's empowering youth, enhancing interdepartmental collaboration, or sourcing funding, each strategy is rooted in a clear 'why'. I always emphasize how each task aligns with the overarching mission and the palpable change it can engender.

This is a very great way to get one's team to perform at their best. But not all team leads or management staff understand this, they always believe in the tyrant way of working, which has been modernized into the best working system from their end. On paper they are good, but in reality, they are the opposite of what they put down on paper. Knowledge sharing between teams is a great way to grow the team and achieve or fail together.

I agree and to add, in my experience I would: Communicate your vision. ... Set measurable and clear objectives. Break down strategies into outputs. ... Outline clear milestones. ... Identify ownership. ... Meet regularly. ... Provide updates. ... Meet individually. Especially the last step. Every individual is different and “Blanket Management” practices tend to do your team and yourself a disservice.

En mi experiencia, una de las competencias básicas de todo líder y por ende de las capacitaciones en liderazgo es la de definir un propósito. Ese propósito es como la línea del horizonte: inspiradora e imposible, casi una utopía. Pero es el ideal que hace que una persona se ponga a caminar; marca el destino. Y todo líder puede definir una cosa: cómo quiere ser recordado. El liderazgo es relación. Es una relación que se establece entre dos personas donde una puede impactar en la otra; influir, acompañarlo de tal manera que sea imposible no sentirse bien con esa persona. Ese propósito se puede soñar; se puede delinear; se puede declarar. Y toda persona que lo hace (a pesar de la incomodidad primera) después tiene un plan de desarrollo.

Get ready for questions, but don't put it all on your team to ask it of you. Learn how to explain your position without being asked, and learn how to prompt associates to inquire beyond a surface-level understanding, to foment deeper levels of shared understanding. Lack of associate engagement is usually not the fault of an entire team, rather, it's your fault as the leader. If people aren't talking, it's because you've given them nothing to talk about with you. In short, explaining your approach is a continual work in progress, rather than some one-off topic in a corporate performative tick-box meeting

Directly connect your team's strategy to the larger organizational strategy. This alignment ensures everything is moving in one cohesive direction. It is a clear and compelling way to demonstrate the value of your team's work. How does this look in practice? • (Company's Goal): Become an employer of choice among candidates of diverse backgrounds, doubling our diverse representation numbers in the next 3 years. • (Corporate Comm's Goal): Increase talent market share through a strategic brand recognition campaign in key markets With the goal in mind, you can ask your Corp Comm team "how" they can contribute to the team reaching its goal (objectives/tactics) and how we'll know when we're successful in implementing their part (KPIs).

Provide opportunity for growth and professional development through the project where possible. Use it as an opportunity not just to define roles and responsibilities, but to allow others to expand their portfolio. This will increase engagement, provide additional benefits to those involved increasing motivation, and help the organization build upon internal strengths that may not be unrecognized. There’s opportunities for mentoring throughout as well, which recognizes the strengths of key stakeholders while helping others grow.

Complex projects, especially those spanning interdepartmental initiatives or intricate funding applications, demand a robust roadmap. My experiences with the Tlicho Government have reinforced the value of clear milestones, delineated responsibilities, and a strong support framework. When I lay out a strategy, I ensure every team member not only knows their role but also feels equipped and empowered to execute it.

Explaining your approach involves clearly outlining the rationale behind your strategy. Describe the goals, key steps, and expected outcomes, and how they align with the team's objectives. Use straightforward language and concrete examples to illustrate your points. Highlight the benefits and address potential challenges transparently. This clarity helps your team understand the vision, purpose, and pathway, making it easier for them to support and execute the strategy.

I find it very interesting that most leaders are not necessarily visionaries, which is fine, but most visionaries are great leaders. What all these visionaries seem to have in common is the ability to communicate their vision in picture perfect clarity. In very short order, and without much effort, they are able to make their vision their team’s vision. These visions are well-defined destinations. The strategies that evolve out of these visions are the roads that must be taken to reach those destinations. In some ways, visionaries are the best teachers.

At Optix, strategy isn't a top-down affair—it's a shared vision. Start with clear language; no one should need a jargon dictionary. Explain the 'why' to make the strategy resonate. Make goals measurable with meaningful KPIs, and involve the team in shaping them. Regular check-ins keep everyone aligned and address issues in real-time. Quick tip: Personalise your strategic messages to different teams. What excites the sales team might not hit home for developers. Empower your team to take ownership, creating a culture where everyone's a strategist. Clear, collective, and continuous communication—that's how you deliver a winning strategy.

The transformative change I've worked towards isn't just about immediate goals. It's about painting a vivid picture of a brighter future, where initiatives like youth programs or healing paths yield tangible benefits for the community and stakeholders. This vision isn't just shared; it's co-created, drawing from the collective aspirations of all involved. It's not just about the 'what' but the 'why it matters'.

When you share your vision in a way that captivates 🫀s and 🧠s, it becomes a shared dream Share that vision in a way that inspires and unites. Paint a vivid future; use stories, examples, data, and visuals to vividly illustrate your vision. Make it an unforgettable image in their minds. Your vision should be so appealing that it becomes a magnetic force... Your teams even start to recite it like a mantra.... ... That's when you know you're on the edge of turning your vision to a reality.

I agree, in addition inviting feedback from teams and key stakeholder is crucial to ensure relevance of the strategy. In today’s constantly changing business environment you need to align your strategy with your teams vision. Thus soliciting feedback ensure that your strategy is getting the relevant input from your team. By inviting feedback help you get early buy-in from team and provide a sense of ownership.

Feedback opens the door for the opportunity to collaborate. I’ve always believed two heads are better than one! If everyone from the group feels valued, everyone is more likely to contribute.

In my journey, one constant has been the immense value of collective wisdom. While the Tlicho Government departments might have specific objectives, the perspectives from the grassroots level, especially from Indigenous communities, are invaluable. Every strategy is a dialogue, a dynamic entity that evolves with input. By fostering this two-way communication, not only do I ensure the strategy's robustness but also build a sense of shared ownership.

From what I've seen to be beneficial, is that when getting feedback to being open to accepting the feedback. As leaders we do not have all the answers and accepting different perspectives will actually keep things fluid and can be inclusive with your team. When they feel included in the decision making builds moral and builds growth.

Inviting feedback means actively seeking your team's input and perspectives on the strategy. Create an open environment where team members feel comfortable sharing their thoughts. Ask open-ended questions and listen attentively to their suggestions and concerns. Show appreciation for their contributions and be willing to make adjustments based on their feedback. This collaborative approach enhances the strategy and promotes a sense of ownership and commitment among the team.

Without repetitive communication and follow through from leadership, teams will revert to previous tactics. It is pivotal that new shiny ideas are tabled for discussion not implemented through the side door or all previous efforts will have been for naught and the team will lose trust in change announcements. Of course, learning and adapting is key to success. If/when the original plan needs to change, it must be communicated to the team with clear reasons why it is changing multiple times in various formats to explain the course correction and reaffirm the goals.

Como parar de inundar seu time com dados inúteis e criar mensagens significativas? Primeiro passo: seja claro. Mensagens eficazes não ficam escondidas sob excesso de detalhes, elas vão direto a questão e não tem firula. Em seguida, torne-a acionável. Ensine e não apenas mostre o caminho a seguir. Finalmente, reforce. Repita. Lembre. Reforce para além da repetição – construa compreensão e engajamento. Ninguém aguenta mais apresentações e conversas vazias. Pegue na mão do seu time e caminhem juntos para o objetivo desejado. Tudo começa com diálogo.

Win subordinates “buy in” to the strategy and the reasons for changing/modifying the existing strategy. If subordinates do not see a need for a new strategy they will be much less likely to accept it! Good discussion of explanation to CSA Gordon Sullivan after force downsizing is available.

Contributors and managers alike have insight into the daily events of an organization. This may or may not be important information to changes being made for an organization’s success. Where appropriate, listening tours by leadership can yield insight into organizational decision making. Listening is the key. Start dialogs with curiosity then ask open ended questions.

When communicating a winning strategy for your team, also consider: Clarity and Simplicity: Ensure your message is clear and free of jargon. Break down complex ideas into manageable parts. Visual Aids: Use charts, graphs, and other visual tools to illustrate key points and make the strategy more accessible. Consistency: Reinforce the strategy regularly through meetings, updates, and written communications. Alignment: Ensure the strategy aligns with the team's values, goals, and overall mission. Inspiration: Motivate your team by highlighting the positive impact and potential success of the strategy.