The Power of Strategic Commitment: Achieving Extraordinary Results through Total Alignment and Engagement

The Power of Strategic Commitment: Achieving Extraordinary Results through Total Alignment and Engagement

The Power of Strategic Commitment: Achieving Extraordinary Results through Total Alignment and Engagement

The Power of Strategic Commitment: Achieving Extraordinary Results through Total Alignment and Engagement

Synopsis

Even the most well thought out initiatives will fail without true employee ownership, accountability, and engagement. Yet most managers and executives don't have a clear system for ensuring the support they need from those around them. The Power of Strategic Commitment helps readers improve their strategic processes by enlisting the support of managers, employees, boards, suppliers, investors, and others. The book outlines the key factors that determine commitment, providing powerful ways to build buy-in that cost nothing. Readers will discover how to:



continuously measure buy-in

• involve everyone in creating their own piece of a larger organizational future

• tailor commitment strategies for individual employees

• keep everyone on the road to achieving stated goals

• create a commitment-inspiring rewards system

• hire fully-engaged talent

This book provides practical methods for getting everyone behind the kind of important organizational actions that drive results.

Excerpt

Let’s be honest. Most initiatives to improve organizational performance do not deliver. Whether the aim is to become leaner, more productive, customer-intimate, or growth-oriented, the majority of organizational programs fail to accomplish their goals. Most of these efforts don’t cut costs, improve productivity, boost customer satisfaction, or raise revenue to the levels that the organization’s leaders expected or promised to the board and Wall Street. Some initiatives, in fact, fail outright because of lack of ownership and follow-through. All in all, the track record of corporate initiatives is a sorry one—one that only Dilbert creator Scott Adams could take joy in.

Most senior managers understand that no matter how clear and valid their strategy and objectives are, if people are not genuinely on the same page working with each other, rather than against or independent of each other, they will not achieve the success they want. But these same managers don’t know how to generate real commitment and alignment to their strategies. One clear indication is the lack of enthusiasm that most senior managers exhibit for the strategic planning process. As one executive put it, “Strategic planning—that’s when you go offsite as a team, agree on a bunch of priorities for the year, then go back to work and do what you were going to do anyway.”

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