Speaker 1: So we have the vision, the mission, and the strategic priorities, which should come from the highest level of the organization. And what you ideally want to get your team to do is to cascade the goals. So whether you are looking at functional management, as in each different department has a goal, you want to create something that looks like this, where you have the organizational vision, you have the organizational mission, you have the organizational strategic priorities, and then each department and each individual, that's you, has your own strategic plan or action plan to contribute all the way up. So the information goes from top down and then bottom up. So that ultimately everybody's aligned and moving forward on the same plan. So how do you get your team involved? This is like the most important part, wherever you're at, if you're creating a plan, getting your team involved in the process is going to make a huge difference for you and your ability to be successful. You want to get them bought in and aligned. So why do strategic planning? I want to share with you like a story of an old man and his dog. The old man's inside in this picture, okay? So there's a guy walking down the street, and he walks and sees this dog and an old man on the porch. And the dog is just lying there and sort of making this like howling noise. Like a, The guy walking by is like, well, why is your dog making that noise? And he's like, well, he's lying on like a tack that's stuck out of the floorboards. So, okay, well, why doesn't he get up? What doesn't hurt that bad? So many organizations are like that. They don't do anything until it hurts that bad. So the number one thing I can encourage you to do is when you're getting your team involved in this process, again, no matter what level you're at in the organization, there has to be a sufficient urgency and motivation to do it. Otherwise, nobody's going to change. Nobody really stops smoking or stop drinking until their doctor says so, because that's when it gets real bad. So what is the urgency that you can create within your team? Now, once you create that urgency, you want to get alignment. You want everybody to be bought into that vision, to that future that you see. So how do you do that? You create, communicate clearly and simply. Get buy-in. So show people what success looks like, what that process looks like. Match goals and motivation. So again, for you guys, how do your goals, how do your own individual goals and individual personal motivation align with the organization's goals? And if you're leading somebody, find out what their motivation is and say, great, I see what's in it for you. People don't care about you. They care about themselves. So what is in it for them to make that strategic plan or make whatever you're up to a success? And then finally, how do you get alignment? Make sure that there's the capability to execute on the plan. People need a scoreboard. You need a scoreboard to win. Going back to that game thing, you need to know how you're going to win the game and creating a scoreboard for your team, for your department, for whatever, will support you getting everybody bought in and engaged into the process. Okay, so we talked about wherever you're at in the organization, getting that plan into people's ears. You've got to communicate the plan. So keep in mind that different people communicate differently. So whether words, audio, pictures, I've seen some organizations put stuffed animals on a table and say, okay, this is how we're communicating the plan because it's taking this image and making it real in the minds of people. So how are you, how can you share the strategic plan within your organization and think that there's a few different ways to do it? Now what does this mean for me? And the reason I put this graphic up is because so often when you hear about a strategic plan happening and you might have been in this situation, you're sitting in your office and you're like, oh man, management like went off site and they did this strategic plan and you just like think of the worst. You're like, oh my God, what does this mean? Are they changing the company? Are they changing my job? You just, like most people go to fear immediately and it's fear because we're humans and we fear uncertainty. We want to survive. And so the key part about getting people bought into your strategy is actually letting them know, here's the plan. Here's what it means to you. Here's how it's going to impact you. And then you'll take the face from phase one up here. This guy be like, oh, I get it. I'm totally into doing this plan. That's perfect. Let's rock and roll. You guys get me? Okay. I don't know if they'll look like babies, sorry. This is like one of the things I really want you to take away. Harvard did a study about the, what aligns most with strategy execution, okay? And this basically information and communication rights or decision rights and communication. So the top trait of an organization that has high performing execution is that everybody knows the actions that he or she is responsible for. And number two is that important information about the competitive environment gets to headquarters quickly. All of these are about communication. So no matter where you're at in the organization, you got to talk, talk up, talk down, talk around and get everybody on the same page in terms of where you're going and what's important. It's all about alignment. And if you don't have alignment, one piece of the organization, it falls apart.