While this is a good place to start and most likely true in the general sense, it’s not sufficient.
A general statement like this does not set you up to truly understand your audience’s issues and concerns.
This in turn does not set you up to tell a story that resonates.
Instead, I encourage you to be more specific so you flush out the issues that you must address to get your strategy across the line. Here are the questions I ask:
- Strategy: What is distinctive about this strategy and its implementation?
- Situation around the strategy: Where does this strategy ‘sit’ within the broader organisation and industry ecosystem?
- Stakeholder attitudes: How will stakeholder histories and hot buttons impact your ability to ‘sell’ the strategy?
Answering these questions will help you define a much more nuanced ‘purpose’ that will in turn set you up to prepare a communication that gets you the outcome you need.
I hope that helps and look forward to having more ideas for you after the Christmas break.
PS – For deeper insight into what sits inside each of these questions as well as how and when to use them, register for the Clarity Hub.
PPS – In case you missed them, you might enjoy some of our past episodes
- Risk Management = Change Management
- Richard Medcalf – Making Time for Strategy
- Baking Learning & Growth into BAU
- Helping Leaders ‘shift testing left' to derisk projects
- A Case Study in Digitial Transformation
- How to help a senior leader come back from a misstep
- How to hit the ground running in a big new role
- How to communicate during great change
- How to turbo charge your transformation