Daily Productive Sharing 144 - How to Align With the New Strategy?

One helpful tip per day:)

(The English version follows)

#management

如何在组织中让大家都执行一个新的策略?这可能是每一个管理层都要面临的挑战。比如大家可能都听说过 “disagree but commit“ 这一管理方式 -- 即使不赞同也要执行。这恰好说明让大家执行一个策略有多么困难。

今天的分享中,作者 Will Larson 给出了非常详细的建议,整个思路和开发一款新产品差不多:

  1. Write a clear problem statement;
  2. Create a working group around solving that problem statement;
  3. Proactively solicit feedback and input for the working group;
  4. Have one person within the group synthesize all the research into a proposal;
  5. Iterate within the working group until members are aligned on approach;
  6. Share a non-commentable document with the organization, along with an invite to a Q&A session about the proposal;
  7. Spend extra time with the folks who are really frustrated, trying to understand their frustration;
  8. Once the rate of useful feedback slows, incorporate what you’ve gotten into the proposal;
  9. Align with all stakeholders in a single thread to ensure there’s joint commitment to the proposal;
  10. Basically, never stop sharing it if it’s something you want folks to actually remember.

如果你觉得今天分享有帮助,不妨把它分享给你的朋友

原链

Mailbag: Building alignment around a new strategy.

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How do you get everyone in the organisation to implement a new strategy? This can be a challenge for every management. For example, you may have heard of the "disagree but commit" approach to management - to implement even if you don't agree with it. This just goes to show how difficult it can be to get people to implement a strategy.

In today's presentation, Will Larson gives very detailed advice, the whole idea being similar to developing a new product.

  1. Write a clear problem statement;
  2. Create a working group around solving that problem statement;
  3. Proactively solicit feedback and input for the working group;
  4. Have one person within the group synthesize all the research into a proposal;
  5. Iterate within the working group until members are aligned on approach;
  6. Share a non-commentable document with the organization, along with an invite to a Q&A session about the proposal;
  7. Spend extra time with the folks who are really frustrated, trying to understand their frustration;
  8. Once the rate of useful feedback slows, incorporate what you’ve gotten into the proposal;
  9. Align with all stakeholders in a single thread to ensure there’s joint commitment to the proposal;
  10. Basically, never stop sharing it if it’s something you want folks to actually remember.

If you find today's sharing helpful, why not share it with your friends?

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Excerpt

So excited that it's easy to get discouraged, then, when the response to your strategy will almost always be muted. There are a few reasons for the muted response. First, the core audience for your vision is folks writing strategies, which is a relatively small cohort. Second, a great vision is usually so obvious that it bores more than it excites.

Don't measure vision by the initial excitement it creates. Instead, measure it by reading a design document from two years ago and then one from last week; if there's marked improvement, then your vision is good.

Groups usually make worse decisions than individuals, even for activities where you’ve likely been taught the opposite, like brainstorming.

Do the initial research as a group, and iterate on the proposal as a group, but don’t try to write the proposal as a group.

Basically, never stop sharing it if it’s something you want folks to actually remember.

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Jamie Larson
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