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