To failure-proof your business strategies, avoid these common fumbles.

Most business leaders are seemingly committed to success. We have fresh ideas, good intentions, and a willingness to take action. So why is it so hard to turn strategy into reality? Here are 10 of the most common reasons: 

1. The goal isn’t clear

Fuzzy goals lead to fuzzy outcomes. While it seems obvious, many organizations simply don’t articulate the specific goal of a business strategy. If the goal of your customer intimacy strategy is to form deeper customer relationships, that’s fuzzy. If the goal is to increase customer retention by 10% and grow annual revenue per customer by $10,000, that’s clear. Deeper customer relationships may be the mechanism to achieve the goal, but they’re not the goal. 

2. The goal isn’t compelling

The “why” provides the impetus to achieve the “what.” If the goal is a nice-to-do rather than a must-do, it’s unlikely to happen. What makes a goal must-do? The prospect of a big win. If we can supply 10,000 units in 30 days then MegaRetailer will make us a preferred supplier. What else makes a goal must-do? The prospect of avoiding substantial pain. If we can sell 10,000 units in 30 days then BigBank will let us keep our doors open. 

3. Too many goals 

When everything is a priority don’t be surprised if nothing gets accomplished. Many so-called strategic plans have too many goals, objectives, success drivers, strategies, initiatives, and so on. Worse, it’s not clear how these are linked. Is it any surprise these plans sit on shelves? Do fewer things better. 

4. The plan is vague

Many plans are simply a brainstormed list of things to get done by unspecified people at indeterminate times. A plan with specifics outlines who will do what by when. It takes into account the sequencing and timing of tasks, activities and resources. Think of this as Project Management 101.           

5. People aren’t engaged in the planning

Buy-in without engagement is virtually impossible. If you want people to buy in they need to have a voice in the planning process. That means either at the front end of the process—focus-groups being one example—or after the draft plan is created. When people are encouraged to provide input they feel engaged. This doesn’t mean that strategic decisions are made democratically, they’re not. It’s about respect. Effective planning is done through people not to people.

6. Cultural implications are overlooked

Quick: do projects more often fail because of technical reasons or cultural reasons? An overwhelming majority of managers we’ve surveyed identify cultural reasons. Quick: is more time and energy devoted to planning the technical implementation or cultural implementation of projects? You guessed it—a similar majority will say the technical implementation. There is a mountain of evidence in the business literature that supports these insights. One might think that organizations would have connected the dots by now. Sadly, neglecting the cultural implications unwittingly undermines technically sound plans. If you want to make implementation work, then carefully align the processes, structures, and systems that impact and enable people.

7. Progress isn’t measured and managed

Ever notice how plans placed in the spotlight flourish while those left in the dark shrivel? Any plan worth executing is worth tracking. A monthly meeting with a tight agenda can quickly determine what actions have been taken, what progress has been made, what will be accomplished over the next month by whom, and what if any challenges have emerged. This builds commitment, accountability, and confidence in the process.

8. The plan lacks flexibility

Reserve the right to do what makes sense. Plans are based on assumptions that can change over time. If they do then the plan may need to change. A quarterly “recalibration” meeting is a good forum to test which assumptions have changed and what the implications are for the plan. 

9. The people aren’t the right people

That statement makes you uncomfortable, doesn’t it? If you are truly committed to winning, however you define it, then at some point you have to take a long, honest look at the capabilities of your people. Point them in the right direction, support them, develop them—give them a fair chance to succeed. But if they can’t get the job done then your responsibility is to get people who can. 

10.  Failure is met with indifference or an inquisition

Your response to failure sends a clear message about your commitment to winning. Just as important it sends a message about your credibility. Do you ignore a failed initiative and move on to the next big thing (which conveys that you really weren’t that committed)? Do you look for scapegoats (which communicates that you don’t take personal responsibility)? Or do you first look in the mirror, take responsibility, then commit to getting it right, andengage your people to make it happen?

The Right Commitment As a former football coach who helped lead a university team to a national championship I learned an important lesson. There’s a big difference between the will to win and the will to do what it takes to win. It’s critical that you understand the difference. Now go back to the title of this article and ask yourself the question.