Facebook isn’t just for looking up your high school friends anymore. The social network can be a powerful ally in your strategic planning initiatives. Eliciting input from stakeholders is a fundamental component of the strategic planning process and organizations have traditionally sought out this input through public meetings, surveys and one-on-one conversations with key individuals. While these methods continue to be successful, the role of social media in the strategic planning process is an option that few organizations have tapped. Let’s look at 3 reasons why you should go social.
Targeting a new group of stakeholders has many benefits, but mainly it allows organizations to seek out opinions from those previously left out. Many digital savvy individuals fall into the Gen X and Gen Y categories, two groups that rarely make the radar of traditional engagement methods. Ideas or issues may emerge that the organization wasn’t aware of, which could change the direction of their strategic planning initiatives. In addition, these digitally savvy users can share the page with their networks, increasing your reach free of charge.
Bringing the discussion online means that organizations can post targeted questions to followers to drive discussion. One response may spark an idea in another user, and so the conversation can build off of that. If a topic does catch fire, organizations can very quickly identify any trends that emerge from the responses. Furthermore, organizations seeking feedback have the ability to respond to the postings or ask probing questions. If there is a specific issue or interesting point that they wish to follow up on, they could respond to the poster directly, or to offer to take the conversation offline if necessary.
This may seem counterintuitive when being compared to a public meeting, but this real time, dynamic discourse is easier for some stakeholders to identify with. The return is immediate as opposed to feeding their answers into an anonymous survey that may or may not yield any sort of response. It also means that users have a vested interest in keeping up with the conversation since they have the ability to view comments on their post. This real time forum makes it easier to drive a sense of community that builds stronger engagement going forward.
Using social media to complement your traditional methods of seeking input can have powerful results. By moving the conversation online to sites like Facebook, organizations have the ability to reap the benefits that traditional methods fail to capture. If your strategic plan is up for renewal, take a moment to think outside the survey check box, the results will surprise you.
Steering committees work most of the time, but when they fail, the results can be disastrous; wasted money, conflicts of interest and missed deadlines are a few of the problems that can come up. Are you willing to take the risk?
Is it better not to have a Steering Committee at all? The answer is no. The right Steering Committee can be a powerful mechanism to successfully drive complex initiatives. Many of our clients effectively use Steering Committees as the key decision-making body to champion large change programs such as restructuring and realignment of resources and processes.
With the right people around the table, your Steering Committee can almost guarantee success. But how do you know if you have the right team? You may be surprised to hear that picking experienced leaders and subject matter experts is not always good enough.
Over the years, a number of steering committee silent —and not so silent— killers have been identified. Here are three issues to watch out for, and how you can successfully avoid them:
Steering Committees need leadership, and leaders often have strong personalities. When strong personalities begin to dominate Steering Committee agendas, projects can be put at risk. The problem with the dominator effect is twofold:
As the dominator takes over the Steering Committee other participation will begin to drop off. What’s the point in attending meetings if you’re not heard? In this case, the Steering Committee remains in name only.
The Solution: Use Shared Leadership
The co-lead model has proven effective to balance perspective and help prevent the dominator effect. Ideally your co-leads will bring very different perspectives and leadership styles to the table to balance things out. In some instances, even a tri-lead model can be effective for large and complex initiatives.
Steering Committee members aren’t always what they appear to be. Members are usually chosen by the areas they represent in a checklist type style. It may sound counterintuitive, but having balanced representation can be problematic. Members come to the table with perspectives that are driven by their vested interests.
For example, during a restructuring exercise, the Steering Committee can disintegrate into winners and losers; those who got their way and those who gave up. In the end, the ultimate loser is the organization.
The Solution: Involve Non-Biased Members
Identify members who do not have a vested interested in the outcomes of the project itself. This could be a finance person for a technology project or a product manager in an HR project. The neutral member will not get lost in the details or have their own agenda. They can contribute by challenging the bias of others, and helping ensure balanced participation and achieving results.
For some, believe it or not, a Steering Committee is like a stage. Power plays are made behind the scenes. Deals are cut before meetings are held. You can almost see the strings being pulled in the meetings. Suddenly, Steering Committee meetings begin to get cancelled, and members become disengaged. Solutions lack vital information and perspectives. The puppets don’t enjoy having their strings pulled and simply walk away.
The Solution: Establishing the Rules of Engagement
Having clear ground rules for the committee is critical. We recommend that Steering Committee members agree on things such as:
Bonus Solution: Outside Facilitation
Some projects are so controversial and political that the Steering Committee cannot function objectively. Bringing in professional facilitators adds a critical dimension of neutrality and a focus on achieving objectives, because they relentlessly drive the committee towards achieving its objectives while skillfully managing stakeholder needs concurrently.
Putting a Steering Committee in place is not good enough. Don’t gamble unnecessarily on the success of your initiative. Strategically structure your committee to have the right leadership model based on the personalities around the table. Build objectivity into your membership and take the time to get everyone in the same boat before the committee sets sails and starts steering.
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