For most companies, the first of the year is a time to rally the troops – it’s a time to get laser focused on the company’s strategy. It’s also a natural time to communicate annual goals and the role individuals, teams and organizations play in bringing that strategy to life.
Sound familiar? I hope so. In fact, I love the sense of systems and renewal within the seasons society has engrained in us. Every January feels like a fresh start – an opportunity to hover up to the ‘big picture’ and set a roadmap for the year ahead.
That said, all too often the “big push” for strategy communications comes early and often in the beginning of the year – the email from the CEO outlining the strategy, the brand-new intranet page with the supporting detail, and the cascading of performance goals and measures throughout the organization. While these activities are mission-critical for setting the baseline, communicating company strategy is an evolving, engaging, and multi-channeled experience – more like a constant and consistent conversation vs. a “one and done” approach.
Once the strategy is rolled out and the goals are set, it’s about tending the fire and making it real. Along the way, you have to help people see themselves in the strategy – empowering them to contribute to the whole, trusting their intelligence, and highlighting proof points in a consistent and multi-dimensional way.
How? Keep these guiding principles in mind:
- Leverage social and mobile to keep the conversation alive. Many companies are moving towards social and mobile-first intranets and applications – allowing instant communication outside the clutter of day-to-day email. Mobile-first applications can also provide leaders and communicators a curated experience (e.g., targeting by role, function or location) and guide them toward parts of a strategy or a conversation that are most relevant for them.
- Think in terms of big “C” and little “c” communications. Big “C” communications – the all-hands meetings, the formal organizational announcements – are critical, but they aren’t the only way to communicate strategy. There is real power in the small, day-to-day conversations (i.e., little “c” communications) that help individuals and teams gain understanding and meaning for themselves.
- Communicate strategy with an agile approach. This software development approach is based on a few key principles: small teams, iterative and incremental changes, room for experimentation and interpretation, face-to-face communication and quick feedback cycles. Applying this same mindset to strategy communications can give individuals and teams an opportunity to engage with the strategy vs. just being told what it is. Engaging teams in two-way dialogues, holding regular Q&A sessions with leaders and amplifying examples of how individuals or small teams are adding real value can have a powerful effect on how quickly a company can actualize a global strategy.
Communicating strategy can’t be a “one and done activity” – it’s a conversation, a lifestyle, a muscle that must be built with intention and rigor. Here’s to keeping your company’s strategy alive, purposeful and thriving all year long!