We are good at collecting data - and we are good at creating plans
But only through conversation can we integrate what we know
We often leave out the important link between input and action. When we don't talk with each other we leave out information and we don't all have the opportunity to test our views and invest ourselves in the plan.
At StrategyWorks we focus on five different conversations to help you make things happen.
Strategy definition
From time to time we need to stop and take stock of the road we have travelled, where we are and where we aim to be. This is a time to reflect on who we are, what is happening around us, and how well we are competing. The process should allow teams to set a clear direction for their next strategic period. Good conversation is critical to this process.
At StrategyWorks we facilitate strategy workshops using recognised processes to assist teams to discuss:
- Their current situation
- What their competition has been doing
- What they have been doing
- Threats and opportunities coming at them
- What they intend to do
Teams complete the process with commitment to a set of imperatives which they have all discussed, understood and agreed. Where necessary they have a list of issues requiring further discussion and a plan for addressing these issues. I like to use a Strategy Map to pull the discussions into a framework that you can use to align your plans.
Project initiation workshops
The best way to start any project! There are many factors critical to the success of a project but two obvious ones are:
- Clearly defined tasks, deliverables, responsibilities and deadlines
- Commitment from an enthusiastic, focussed team, who clearly understand their tasks
Commitment comes from involvement. At StrategyWorks we have found that the best way to start projects is is to take the project team, sponsors and customers through a facilitated workshop process to conceptualise, agree, scope and plan their project.
At the end of the workshop process the project manager will have a well defined project plan with clearly defined resources allocated to tasks and deliverables. The collaborative process allows the team to test and demonstrate their commitment to the plan.
Conflict resolution
When teams get stuck they stop communicating. At StrategyWorks we are sometimes asked to assist when members meet to rekindle damaged working relationships. Conflict is about emotions. And when the emotions are acknowledged and addressed, teams are able to work together even when they do not reach unanimity on the facts. We bring a process to help members of teams to understand the issues and to acknowledge their own as well as other people's emotions.
In using our facilitation and coaching in conflict, you can expect each party in a conflict to have an opportunity to share their perspectives on the situation and to comment on whether they have been understood.
Teambuilding
Team building is a good way to create strong teams. But too often teams go away to deal with issues only to return with headaches, stories of embarrassment and a strong sense of wasted time and missed opportunity. Team building is expensive but there is a greater cost in failure. Missed opportunity can be very disheartening. The resulting malaise can sap motivation and lead to the loss of energetic members of the team.
At StrategyWorks we like to spend time with the sponsor of a team building event to get a clear idea of the current issues facing the team and to agree the most appropriate process for the intervention. Where necessary I contract with an adventure company when the team requires an outdoor element to the intervention (rivers are always a good option).
When we run your teambuilding workshops you can expect to have a balance of fun, challenge and healthy conversation on your core issues.
Coaching
Sometimes we need a sounding-board. We all have components, hidden to us, that only an external observer can see. Coaching can help you understand your current situation and decide on ways forward, while keeping in view the big picture of where you are going. Empowerment is not an easy option and we can benefit from support as we take on responsibility and authority. At StrategyWorks we have found that working through concerns together with clients allows them to release remarkable energy and enthusiasm.
You can expect to be understood. My role as coach is not to give answers or advice on your particular issue. But you can expect to be heard. I make use of the Thinking Partnerships approach, developed by Nancy Kline, in which you will have space to unpack all of your thoughts on a current issue.
You can also expect to structure your information. Modelling helps us to make sense of the world around us. I use generic models such as two by two matrices, Repertory Grids or Personal Learning Contracts to assist you to understand the issues and information you bring to a session. I also use specific models such as Strategy Maps, Balanced Scorecard or perhaps Blue Ocean Strategy to assist you to address particular issues. And where I don't have a relevant model I will do research to find one.
You will also be able to talk through obstacles in your delivery. As we work on your strategy and how it is unfolding in your organisation, you will be able to talk through the issues that are preventing you from delivering.
As facilitator and coach I have a structured process for each component of our offer. I always take time to understand the client's situation before suggesting approaches. And I always customise an approach to suit the requirements of each particular situation.