Seven Rules of Strategic Guessing

Rule Number One

The first rule is always pick the right team for planning. It is crucial that planning team members are people who are committed to and can add value to the conversation about the company’s growth. The only exception is if there are key employees or managers you want to train. If you want them to better understand the strategic issues facing the company, it might make sense for them to be a part of the process. In addition, you can have members of the planning team who are outside the leadership group. These could be sales-people and other key employees. It is important that you vet them and ensure that they are of the quality and stature required for being a part of the planning group.

A number of times over the years, I have seen the wrong leaders and key employees involved in planning. Their participation actually hurt the effort. Take Carla, an HR manager that was naturally included at a manufacturing plant’s planning sessions. After the planning sessions, she took employees into her office and gossiped about managers. Then she left. (Thank goodness.) After her departure, the plant’s CEO added Lucinda, the new HR manager, to the team. She was young, energetic, knowledgeable, and had a clear vision of what the company could be. Her role was completely different than the first HR manager’s was. Lucinda’s addition to the planning team was constructive and positive.
The message here is to pick wisely and selectively. Members of the planning team must be able to maintain complete confidentiality and be fully engaged in the growth and well-being of the company. Select employees who are passionate about growing the company, developing an extraordinary organization, and, essentially, being the CEO’s partner. Don’t accept mediocrity or include people in the planning process simply because of their positions.
For more information about picking the right team click here.