We sometimes keep being amazed at how underexposed good communication is during strategy execution. What often happens is this: a fantastic strategy has been devised. A very nice plan is on the table. That will be presented and will go into implementation. But then it seems like communication suddenly stops. Why? And how do you prevent this?

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The power of repetition

Ultimately, your strategy only succeeds if your employees also understand and understand where you want to go and how to get there. There is a lot involved in strategy execution. You really don't just explain that in half an hour and then move on to performing. You have to take the time to do that repeatedly.

There are many ways to get a message across. There are also many different channels to spread a story or plan. That is why it is smart to think about which medium you use. Use (a mix of) different tools: a presentation, video, newsletter, interview, blog, or even a comic strip.

But the most important thing is: repeat, repeat, repeat. It is very important here that you empathize with the recipient and speak the same language.

American author Patrick Lencioni specializes in management and leadership. He explains that if you want to give an organization a decisive advantage, you need to do the following:

1. Work on a great team
2. Make a good plan (strategy) with that team
3. Go, that. about communicating. Tell it, repeatedly, with a focus on understanding and empathy with the employees.

Paul: “The feeling of overcommunicating often comes from the person delivering the message. If you look from the storyteller's perspective, it may seem like you're telling a story (too) often. While the person receiving the message hears the plan for the first time. It has to land there for a while, the person has to process what has been said and what is expected of him or her.”

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Can anyone explain it?

Dolf L'Ortye: “People often forget all the effort and time it took to make a plan. It's finished now and it's clear, isn't it? The thought process that the creators went through has brought them a lot of depth and insights. You can't expect the recipients to understand it in half an hour. It's important to realize that people need some time and you need to do it in a few iterations.”

Ultimately, you want to ensure that, through good communication of that strategy, the plan can be explained by everyone. From the Board of Directors, to directors to team managers in the organization: everyone must understand, understand and be able to communicate it to their teams. It often starts with a presentation from a Board of Directors and then it rolls through the organization. Each level talks to its own team, well prepared: what does this mean for us in concrete terms? What do we need from each other?

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The learning loop

Have you explained and explained the plan? Good. This gets a larger group to think. That group (very likely) provides good input. It is wise to listen to that carefully. It may lead to an adjustment of what you originally came up with.

It's nice when people feel that they are being listened to. They provide input, something is done with it and then a sharper plan comes back. This is also what we call the learning loop. Ownership in the organization is a consequence. So communication isn't just: how do you tell it? But also: what do you do with the feedback you get? Are you giving a presentation? Then make room for a Q&A and do something with the questions you get in the follow-up. Show that you're listening.

Paul van Bekkum: “It is also true that certain strategic choices at a higher level lead to new strategic dilemmas at a lower level. You can't assume that your high-level strategy answers all the questions that are at play in the organization. That requires a good dialogue.”

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Can we help you?

We create movement, make something complex understandable, something big manageable, a (vague) idea concrete and make something difficult succeed. Can you use help with this? Take contact with us.

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