I hate waste; especially wasted conversations.

In the last 9 months I’ve devoted much of my time to exploring the dynamics of conversations. I’m intrigued by them for a couple of reasons.

1. We spend gobs of time at it. (Meetings in person, meetings by webinar, emails, phone calls, etc.)
2. Nothing ever gets changed until we have a conversation about it.
3. In my experience most conversations are wasted – very few decisions are made. Our meetings are such a waste of time is the most frequent complaint I’ve heard in my career as a consultant in the last 30 years. And because I help my clients deal with strategy, they are most often referring to conversations about that – strategy.

I can’t help with all conversations but I am going to share with you what I’ve learned about strategy conversations.

In 30 years of  ”talking strategy” I’ve noticed three definitive patterns in strategy conversations.

Pattern 1:

Strategy conversations are not homogeneous. They are comprised of inter-related sub-conversations. Each sub-conversation has a definite role to play in the overall conversation. When a sub-topic is ignored or not agreed upon, confusion invariably reigns and wasted time accumulates.  For example, there is no point talking about goals if you don’t agree on the vision.

Pattern 2:

Strategy conversations have only one purpose. Even though there are several sub-conversations they are driving to one end in mind. When they don’t, nothing gets implemented and nothing changes.  You either allocate resources or you don’t.  If you do, you move forward.  If you don’t, you don’t.

Pattern 3:

Strategy conversation are ubiquitous. They happen everywhere, all the time and with everyone from the front line employee to the Board of Directors. Their impact varies of course by their level. But, everyone, everywhere is having strategy conversations. That’s why execution is soooooo difficult. Aligning all these conversations and the actions that flow from them is a gigantic task. Yet, we wouldn’t want it any other way.  That’s because everyone is allocating resources - even if it’s just their own.  Either the resource they allocate (their time at a minimum) is on strategy, or it’s not.  So, when they talk about what they are going to do today at the water cooler it’s either moving you forward, or it’s not.

Strategy conversations defined

The following graphic illustrates strategy conversations; it’s purpose, its sub elements and the relationships that exist between them. I share them with you to bring clarity to you about the behaviors I’ve observed that occur when people engage in strategy discussions.  We plan strategy from right to left. We execute strategy from left to right.

The 7 elements that define strategy

Unpacking Strategy Conversations

You can learn more about Strategy Conversations from the following slide share link.  Enjoy.

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