Leadership Skills
- Leadership for business improvement
This article was written after 10 years as an Interim observing why great strategy can end in chaos, mis-communication or just fizzle out to nothing.
There are iterations which are tried and trusted. Many directors and senior managers know the theory but may make assumptions that the message is fully understood, bought into and enabled at operational levels.
Mostly it won't be. One of the biggest reasons for crisis in organisations is the €˜disconnect€™ between strategy and operations. This leaves an operational haze, in which staff may be working on the wrong things, deliberately, or with the best of intentions.
The golden thread of strategy should become stronger and more detailed as it reaches down to the operational level of your organisation. So often I see that collaboration at Board or Trust level is assumed to be taken up across all levels.
Does the strategy stay at too high a level? Is the handshake deemed the whole?
