In this article, we unpack the 4th benefit of Dynamic Strategic Management (DSM):
Benefit 4 – Engrained in the Organization’s Rhythms
Every organization operates on a set of routines – whether it’s monthly staff meetings, weekly leadership team meetings, routine 1:1 meetings, or quarterly Board meetings. These routines reflect what the organization values and considers important. By integrating the strategic plan into these routines, organizations can bring more clarity and focus to their goals through DSM.
A good way to gauge if an organization has successfully integrated its strategic action into its routines is by examining meeting agendas. When meeting agendas revolve around the plan, it shows that the organization is committed to embedding the strategic plan into its everyday operations.
Leadership Team – The leadership team of an organization plays a crucial role in its success, health, and impact. When the leadership team creates meeting agendas that align with the strategic plan, it fosters focus and enables them to dedicate time to strategically important matters.
Staff & Team Meetings – Similarly, staff and team meetings should also allocate time for discussing the strategic plan. A good practice is to start all-staff meetings by providing updates on the organization’s progress towards the plan’s goals. This consistent focus on strategic priorities helps employees understand what is important and encourages accountability towards the plan.
When routine meetings consistently prioritize strategic discussions, employees become accustomed to hearing about what matters most and start aligning their own goals with the organization’s direction. This creates a stronger focus on strategic success.
Daily Work – The ultimate indicator of strategic focus is when employees view their daily work as directly connected to and significant for the strategic plan. While it’s essential to strike a balance between daily tasks and strategic work, organizations that maintain focus ensure that employees have the capacity to contribute to the strategic plan on a daily basis.
There is no one-size-fits-all formula for determining the amount of time spent on daily work compared to strategic work, as each employee’s involvement in the strategic plan may vary. The key is to create space and capacity for employees to focus on the plan in a way that suits their individual needs.
Other Rhythms – We have all likely heard that organizations measure what matters. DSM helps organizations ensure they are measuring the strategically important items regularly.
Communication is the lifeblood of an organization and should fully support the plan. How, when, and to whom we communicate with should be tailored to support the plan.
To harness the power of this benefit, organizations can start by adjusting meeting agendas to prioritize strategic items. This shift will increase focus and attention towards the plan and what the organization considers most important.
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 (Lencioni, Patrick. 2012, 15. The Advantage: Why Organizational Health Trumps Everything Else in Business. San Francisco: Jossey-Bass.)