Developing and implementing a strategy requires multiple skills and successful growth requires multiple perspectives. Other people in the company have a different level of skillset or expertise that can be beneficial. A leader’s team should be a brain trust or a mastermind forum for decision making that develops a collective understanding of the strategic plan.
When it comes to developing a growth strategy, brainstorm as many ideas a possible and leave no possibilities off the table no matter how crazy they might seem. The discussions among the management team will generate fresh, innovative ideas to help bring the company to the next level. Only a strong idea will stand up to rigorous analysis from multiple perspectives.
Leaders should not shy away from disagreements during these talks. This will actually strengthen the strategic plan because team members will have to address doubts, and convince others of the benefits of their idea. They may even discover what they thought was a brilliant idea is has turned out to be a dud.
Who should be included in these discussions? It is best to bring in a team member from the various functions in an organization including sales, operations, finance, accounting, legal and human resources. Having multiple team members not only encourages different perspectives and voices, but also prevents “silo thinking” where leaders become so focused on one aspect that they might miss out on critical items. It is important to analyze opportunities and risks from multiple perspectives.
Another advantage of having a team involved is that as a leader, you will gain buy-in from others when it comes time to implement the growth strategy. If leaders have taken the time to listen, their management team will be supportive and invested in the process, which will greatly increase company morale and the likelihood for success.
Next post: How to make objective decisions.
This post is part of a series exploring 5 Ways to Rethink Your Approach to Strategic Growth. Read part 1, part 2, part 3, and part 4.
