A 6-step approach to benefit you.

1. Assess and Confirm the Current State
Developing a plan to ignite a strategy requires honesty and precision in defining challenges and opportunities. A blend of observational, qualitative, and quantitative assessments provides comprehensive insights into barriers, landmines, and accelerants that exist within the fabric of the business.

We start by asking:

• How clear is the current state?
• How well understood is the real problem at hand?

2. Ensure Key Stakeholders’ Alignment
Words on a page won’t guarantee alignment or commitment. Successful alignment occurs when the actions of the leadership team communicate that this is “our strategy.”

We start by asking:

• How would you describe the degree of shared meaning at the top of the organization?
• How committed are all the leaders to the same picture of the future?

See an example of how we use visualization to create alignment with leaders.

Learn more about how we worked with one of our clients to create alignment among their executive team.

3. Launch
Every business has a story, and the best strategies have a compelling destination. The best stories appeal to the highest level of thinking and resonate on an emotional level. Energy and passion for results are inevitable when a strategy has a compelling destination that elevates team and individual commitment from “We could…” to “We must!”

We start by asking:

• How well do people understand the destination and the way the organization is planning to get there?
• Are people engaged, equipped, and committed to move the organization forward?

Learn more about how one client used Learning Maps® to launch strategies.

Learn more about Root’s Learning Maps®.

4. Operationalize and Sustain
Even the most powerful events can fall short of the true potential of change without effective sustainment, reinforcement, and ongoing efforts that weave the call to action into existing communication, priorities, directives, and human capital infrastructure.

We start by asking:

• What level of connectedness does the new effort have with the existing systems, communication vehicles, and human capital infrastructure?
• How effectively is the organization set up to sustain change?

5. Leverage Your Best Assets
Managers and supervisors have a direct connection to the people who ultimately hold the keys to success – your people on the frontline. Want to move mountains? Equip the people closest to those with their hands on the levers of change with skills, capabilities, and tools to consistently engage their people and deliver higher levels of performance.

We start by asking:

• How effective are managers and supervisors at connecting people to a broader effort?
• How equipped are managers with the skills, capabilities, and tools to deliver for the organization?

Ask us about our custom manager development offerings or learn more about our Compass Program.

6. Build a Strategic Curriculum
Transformational strategies require a transformation of skills and capabilities. Training curriculum must be upgraded to support the emerging strategy for the business, and its connection to the new direction must be obvious and apparent.

We start by asking:

• How poised are the organization’s learning and training efforts to deliver on key organizational goals?
• Will the current development efforts deliver for the key issues that matter?

Learn more about how we worked with one client to develop a 40-module curriculum using our blended learning capabilities.