It’s 9am time for that all hands meeting. You walk into the conference room or fire up your computer. Notebook in hand, pen at the ready. Leadership starts the meeting. They orate what you already know. Competition is fierce, disruption is a reality, the economy is a headwind, customer service and experience is paramount. The meeting goes on. You leave and look down later to see the sole not you took. We need to sell more! You think, well I am already trying to do that, but what I am doing isn’t working…
The issue here is the leadership trap between a battle cry and a battle plan. In my experience most leadership teams manifest battle cries with ease but are challenged when creating a battle plan. Marshalling resources under a united front is the goal, but without the underpinning of actions steps and detailed instructions it fades quickly into a battle cry.
Step 1
Recognize if it is time for motivation, or time for a plan. If all teams are united, know the assignment, understand the task in front of them in detail, and have the skills and resources to execute against it, then by all mean proceed with a motivational battle cry.
Conversely if the assignments are unclear, the teams are approaching the same problem in different way, or the task in front aren’t coordinated or understood than it is time to step back and plan.
Step 2
Create a plan. If the goal is to sell more, then answer the simple question of how are we going to sell more and to whom. Will you attack market share (sell more new customers) will you focus on wallet share (expand offerings with existing clients)? Take the time to spell out your goal and how your organization can get there.
Step 3
Unite teams towards the common purpose. Share the goal and plan with all the teams involved. A coordinated effort seems logical but is harder to pull off in real time. Take the time to communicate the goal and the subsequent plan. Ensure teammates know their role and expectations.
Step 4
Ensure the resources and tools that are required to achieve your goal are in place and ready to be used.
Step 5
Execute the plan. Measure early and often. Have your frontline leaders share feedback and results as things get underway.
A Battle Cry and Battle Plan aren’t the same thing. The difference can be an engaged, motivated, and coordinated resources that drive growth. On the other hand it can lead to frustration, apathy and distance between frontline customer facing resources and leadership.
