If you don't have a strategic plan you are fortunate; summon your god of choice and say a big thank you. Strategic plans offer everything but a genuine plan. They set bogus benchmarks which collide with reality. In effect they are they are a mix of fantasy and bureaucratic crud, but many organizations are addicted to them.
Setting strategies become a diversion…it avoids the real questions.
The industrial revolution was built around making worker’s a component. Like some huge Lego set. The intended goal, a workplace broken up into various pieces where the fitting and linking procedure becomes an essential component. Therefore each piece can be appraised and assessed and productivity amplified.
Employers have developed a multitude of tools to gauge each pieces contribution. Every industry boasts about its particular assessing devices and use the strategic plans to further the process and act as a quasi-measuring element.
The more convoluted and mysterious a strategic plan is the more items they quantify. We treat employees like appliances with the consequence been a strategic plan which is detached from an employee’s actual involvement.
Regrettably the ‘plan’ works with the ‘strategy’ and ensures employees are encircled and their contribution circumvented. Collaboration is not given the standing it deserves. It’s blocked. Measurements are treasured to the point of driving employees into their respective discernible layers. The consequence, employees omit their ability to care when under the direction of measurement.
Weekly, daily and hourly strategic goals conquer all; measuring whatever the strategic plan calls for means that the big picture dissipates. Employees do what’s prescribed in the plan and are encouraged and cajoled to ignore their surroundings. Essentially they’re not responsible for anything beyond their reach and rewards reflect this.
When employees are measured mechanically they are besotted with the prescribed guidelines Individual performance becomes the centrepiece of strategy and plan. Any step outside this closed circle leads to a lack of recognition, promotion and respect. The circle dwellers win out.
Sadly many leaders can't trust themselves to lead, so they install layers upon layers of rules and measurements, instead. This strategic mania sets individual plans. Employees are ruled by strategy and plan. Enthusiasm becomes unavailable. Aims and goals are force fed to all. Reach your goal – plan rewards you. Fail in reaching your goal – strategy penalises you. Simple.
Individual success or individual success’s built around strategic plans do not spell broad success. Real success is about the team. We need to evaluate team work. The team’s achievements. The teams rewards. The belief in each other.
Employees can be committed when the big project and the larger outcome comes into focus. Employees can scale the limitations of their workstation and job description, especially when a group of employees is driven toward something bigger than the piecemeal. When people share a focus they thrive. Individual measuring sticks are disregarded. A joint commitment blended in with a big objective spells enthusiasm. Suddenly employees have an assignment that means working together and not having the ailment of strategic comparisons based on a plan.
The drive is not hard to build. It only takes employees setting joint goals and working together to improve components of the workplace by believing in each other, achieving targets and sharing in the rewards.
Joint goals provide organizations with a blueprint that determines a course of action through adherence to the following:
- Employees must ensure that the individual and workplace goals are in alignment.
- Employees need to discuss where they and the workplace want to travel in the next six months to two years.
- Make sure that the goals both of the employee and the workplace are compatible and strive towards parallel outcomes.
- Be certain the developed goals are specific, attainable and realistic.
- Highlight the reaching of milestones, ambitions or goals, and agree upon a reward system to help keep you motivated.
- Create an arrangement that helps employees at all levels stay accountable to the quantified commitments
- Give each employee the room to achieve their prerequisites.
- Agree with each other to seek and accept feedback.
- Write down and review your goals on an agreed and aggregate basis.
- Emphasis that everything you do together has much more much capacity as what you do alone.
This clearly-defined direction dictates where the organization is going and how it plans to get there.
Therefore when employees need to make challenging decisions, they can refer to the joint direction and its cross-reference for each employee.
Essentially this translates in joint employees productivity been the driving force of a workplace instead of the muddling created by dissimilar strategic plan for each individual employee.