| We all agree Strategic Planning is a critical part of a | | | | interdependence is made visible and |
| company's success. All too often, however, strategic | | | | negotiated.Sustainment Plan- Plan to keep it alive.This |
| plans stall before they ever make it to execution - or | | | | describes how to keep accountabilities up-to-date and |
| they gradually lose momentum. The organization is | | | | focused on business results as circumstances change. |
| then left in a vulnerable and uncomfortable position of | | | | As things change, agreements must be adapted, |
| continuing to go about its business with good | | | | renewed and revitalized.Positive ConsequencesA job |
| intentions but no focused direction or aligned action. | | | | is a business bargain between an individual and an |
| Move intention into action using this three step | | | | organization. To get beyond the parent/child or |
| remedy.Step 1. Accountability - Get a grip on | | | | master/servant relationship, effective individuals |
| ResultsGet a grip on results by having each member | | | | bargain for what they want, and can realistically |
| clearly articulate the end results rather than just | | | | expect, through a fair and reasonable exchange.Step |
| activities. We use an Accountability Agreement to | | | | 2: Alignment- Align like a laserWhen all members of a |
| accomplish this (see An Accountability Agreement | | | | workgroup have completed their individual |
| defines the business outcomes an individual is | | | | Accountability Agreements as described above, hold |
| promising to deliver, and outlines the resources and | | | | an alignment meeting. This process makes difficult |
| support that he or she needs from others in order to | | | | issues discussable. Gaps and overlaps in individual |
| deliver these results. An Accountability Agreement is | | | | accountabilities and goals are resolved and |
| broken down into seven areas:Business Focus | | | | interdependencies and mutual support is agreed upon. |
| Statement - Understand your company and your role | | | | At the end of an alignment meeting you can revise |
| within it.No employee should sit on the sidelines as a | | | | Accountability Agreements and realign on a regular |
| casual observer of an organization's success. This | | | | basis as circumstances change or memories of |
| area focuses on the business of the company and | | | | agreements fade.Gaining traction for your strategic |
| the unique value each member brings to the | | | | plan ideally begins with your senior management |
| organization. In short, why does the job exist and | | | | team. Once you've identified who's accountable, |
| what do you bring to the table? This is then related | | | | made commitments and aligned this senior group, you |
| to the role each person plays in the execution of the | | | | can then cascade it down a level at a time. The |
| strategic plan.Operational Accountabilities - Outline the | | | | process of cascading continues until all employees |
| end results you are accountable for achieving.The | | | | understand what results they are expected to |
| strategic plan serves as a template to outline who is | | | | produce and how they are aligned interdependently |
| accountable for bringing about various end results of | | | | with the rest of the company.Step 3: Achievement |
| the strategic plan. Focusing Accountability for various | | | | Individuals usually experience immediate value from |
| parts of the strategic plan that the individual can | | | | the clarity of their business bargain provided by this |
| significantly influence and achieve is the key to clearly | | | | process. The Alignment of individuals who know what |
| articulating who is accountable for producing specific | | | | is expected of them and who know what they want |
| end-results.Leadership Accountabilities - Set the tone | | | | in return creates a powerful force for corporate |
| and culture.Integrating the leadership style into your | | | | success.About the Accountability/Alignment |
| strategic plan sets a tone throughout the | | | | Process:The process we've outlined above has been |
| organization. Leaders successfully execute the plan by | | | | consistently successful with our clients. We've made |
| focusing on the people side of their role and how | | | | this process available to the public through our books |
| they expect people to work together. Leadership | | | | Accountability: getting a grip on results, and Aligned |
| accountabilities set the tone for the leadership style, | | | | like a laser, and have recently made our online tool |
| and introduces the notion that "leaders model the | | | | (AlignOnline) available to organizations and |
| way".Goals- Your road markers.Goals are specific | | | | consultants who wish to use it in their consulting |
| milestones that are derived directly from your | | | | practice. Visit us at for more articles on Strategic |
| accountabilities. Goals can be described as SMART: | | | | Planning, Accountability, and Alignment and |
| Specific, Measurable, Attainable, Realistic and Time | | | | information on our books and online Accountability |
| Based.Support Requirements- Identify the support | | | | tool. Shaun Murphy, Ph.D. and Bruce Klatt, M.A. are |
| and resources you need.Success in organizations | | | | senior partners in Murphy Klatt Consulting and authors |
| demands a significant level of teamwork and | | | | of Aligned Like a Laser (2004) and Accountability: |
| reciprocity. The individual is accountable for achieving | | | | Getting a Grip on Results (1997). They are |
| end results in a context of mutual support. No one | | | | internationally recognized experts in the field of |
| gets anything done alone. The alignment meeting | | | | Organizational Effectiveness whose books have sold |
| described below creates a conversation where this | | | | over 100,000 copies internationally. |