The Compelling Journey – A Process for Organizational Renewal
“The greatest danger in times of turbulence is not the turbulence, it is to act with yesterday’s logic.” Peter Drucker
Change is relentless, and the ability to navigate it effectively is a hallmark of successful leadership. While managing change has long been a focus of mine, a pivotal question posed by a business owner shaped my approach: “How will it move the needle?” This inquiry sparked a pursuit that has spanned over 30 years—developing a strategic process that not only manages change but drives tangible, measurable improvements that leaders can rely on.
The process I’ve developed, in collaboration with astute business partners, is not about change for its own sake. It’s about guiding organizations on a journey that demands courage, commitment, and a deep examination of every operational facet. This journey is more than just a path to a destination; it’s a continuous cycle of growth that creates value for the organization, its stakeholders, and the broader community.
Much like a well-planned mountain expedition, this process requires selecting the right objectives, gathering critical information and resources, training, engaging the team, and executing the plan. In this analogy, board members aren’t just participants—they are the leaders, setting the course and ensuring the organization is equipped to meet the challenges ahead. And they must ensure the logic they use is forward looking.
The journey I propose consists of three major components: The Compelling Journey™, The PlayBook™, and Execution. Each step is designed to transform strategic planning into a powerful tool for sustainable growth. In the sections that follow, we will delve into these components, offering actionable insights that can elevate your leadership and guide your organization to new heights.
Your leadership on this journey is indispensable. I encourage you to engage deeply with the concepts we will explore and consider how they can be implemented within your organization. Together, we can ensure that the promises of your products and services are fully realized, through the people who are entrusted with their execution.
Understanding the “Current World in which We Operate”
Before embarking on any strategic journey, it’s crucial to establish a clear starting point. For organizations, this begins with an in-depth understanding of the “Current World in which We Operate.” While some may feel this is a routine exercise—something they already have a handle on—the reality is that this step must be far more exhaustive than it might first appear.
As a potential board member, I advocate for a comprehensive Appreciative Inquiry into the organization’s operations. This involves two key questions: What are we doing well? and What areas require improvement? This isn’t just about identifying weaknesses, but also recognizing and building on the organization’s strengths. Engaging senior leaders and their teams in gathering this information is vital, ensuring that insights are collected across all functional areas. This collective input forms the baseline from which the strategic journey can begin. A company I worked with found during this process that different areas had conflicting visions and hence multiple agendas.
To enrich this understanding, I also recommend soliciting feedback from customers and vendors. Their perspectives can offer invaluable insights into how the organization’s brand and products are perceived externally. Understanding the brand promise and how it is delivered is especially critical as it directly impacts the next phases of the journey.
As someone with extensive experience in strategic planning and change management, I understand the importance of establishing a strong foundation. Collecting this information ensures that the leadership team is fully informed and aligned, ready to tackle the challenges ahead with a clear vision.
A crucial second level of information gathering involves a comprehensive assessment of the organization’s culture. At this stage, we employ a sophisticated survey process designed to capture a current snapshot of the behaviors that team members believe are expected of them. This data is then contrasted with results from an identical survey aimed at uncovering the behaviors that are ideally preferred within the organization. Two excellent tools for this are the Cultural BluePrint from the BluePrint Toolset, Inc. and the Organizational Culture Inventory from Human Synergistics, International.
Most of the CEO’s who fail think they will find the solution to their problems in Finance, Marketing, Strategic Planning, etc., but they don’t look for the solution to their problems inside themselves. – Patrick Lencioni
Our process delves deeply into all of the traditional facets of an organization. Nevertheless, the strategies will likely struggle without a healthy culture. And leadership, which has a disproportionate influence on culture, must be in the vanguard of this effort. Consequently, to gain a deeper understanding, we also conduct diagnostics on the leadership team that follow the same sophisticated methodology as the cultural assessment. This analysis evaluates the influence each leader has on shaping and sustaining the existing culture. By identifying any gaps between current and ideal behaviors, as well as the leadership’s role in these dynamics, we can develop targeted strategies to align the organizational culture with its broader strategic objectives.
With these insights in hand, the organization is now equipped with a clear and detailed understanding of where it stands and, more importantly, where it aspires to go. The vivid image of success created during “blue-sky” sessions serves as a guiding star, illuminating the path forward. This vision, compared against the current cultural realities and customer experiences, reveals the critical gaps that must be addressed to realize the organization’s full potential.
It is in acknowledging these gaps that the opportunity for transformation is born. Leaders, with the support and oversight of the board, can now craft a powerful Call to Action—one that is grounded in reality but inspired by the possibility of what could be. This Call to Action is not just a set of tasks; it is the overarching rallying cry that unites the organization around a shared mission and sets the stage for the Compelling Journey™ ahead.
Next: The Call To Action
If you want to build a ship, don’t drum up the people to gather wood, divide the work, and give orders.
Instead, teach them to yearn for the vast and endless sea. – Antoine de Saint-Exupéry
In the 1960s, as the Cold War escalated, the world faced the looming threat of nuclear conflict. The Soviet Union’s space achievements, including launching Sputnik and sending Yuri Gagarin into orbit, left the American space program struggling to catch up. With congressional support wavering, President John F. Kennedy could have lobbied for NASA funds on the basis of national security. Instead of the prevailing defensive logic, he elected to follow a path dedicated to exploration and scientific wonder.
In a bold address to Congress, Kennedy declared, “by the end of the decade, we will send a man to the moon and return him safely to earth.” This statement was more than a strategic objective—it was a Call to Action that inspired a nation, challenged engineers, and united all stakeholders around a shared purpose. The goal was unprecedented and fraught with risks, but Kennedy’s vision was clear: this was not merely about space exploration; it was about proving what America could achieve when united by a common purpose.
Peter Fuda, a renowned Australian executive coach, articulates the qualities that separate organizations that merely survive from those that thrive. He asserts that while mediocre organizations may understand their vision and strategy, truly great organizations possess an additional layer of clarity—they know their “WHY.” They have a profound sense of purpose that transcends profits, a unique contribution that defines their existence. It is this overarching purpose, this Call to Action, that elevates an organization from good to great.
On The Compelling Journey™, we emphasize the importance of this step. After assessing the current state and envisioning the ideal future, we work with our clients to distill their WHY. If they lack a clear Call to Action, we help them create one. If a Call to Action exists but needs refinement, we focus on defining it for the upcoming strategic period, typically spanning 18 to 36 months.
The Call to Action should be aspirational, a rallying cry that unites every team member by connecting their personal motivations with a collective purpose. It is not just a slogan; it is the overarching umbrella under which all strategic efforts must align and support. This step demands reflection and consensus among the leadership team, for without it, the process risks faltering.
Once the WHY is clearly established, The Compelling Journey™ is ready to continue. The next step is to define the actions necessary to fulfill this Call to Action and realize the organization’s true potential.
Barriers to Responding to the Call to Action
Regardless of what barriers confront you, it is in your power to free yourselves; you have only to want to. – Olympe de Gouges
Imagine watching outtakes from a Monty Python-like movie set in the Middle Ages. It’s early March, on a Tuesday, and a storm rages outside. Inside a great hall, knights gather around a roaring fire, warming themselves against the cold, wet, and miserable weather. Suddenly, a page bursts in from the wind and rain, shouting, “There’s a DRAGON out there!” The knights, would-be St. Georges, exchange uneasy glances and, one by one, offer their excuses:
“Sorry, I don’t do dragons on Tuesday.”
“My sword seems to be stuck in the stone. I can’t face the dragon without it.”
“It’s specifically written in my contract that I only fight dragons in sunny weather!”
And so on…
Most leaders love strategic planning. It’s fun to figure out how to slay the dragon. There are charts, graphs, and arrows pointing to what to attack, where, and when. The result is often a polished presentation that looks great on paper. But once the planning is over and the real challenges emerge—the dragons appear on the horizon—something happens. Suddenly, the enthusiasm wanes, and the tough decisions and critical confrontations are met with excuses.
The real test begins when the process is launched and issues connected to the Call to Action, expected or unexpected, surface. People will find all sorts of reasons to avoid confronting the toughest challenges, and leaders are no different. That’s why it’s crucial to anticipate the barriers to action before they arise.
In traditional planning sessions, leaders often focus on organizational barriers and assess their threat level. However, I believe it’s even more important for leaders to first examine their personal barriers. There are two key reasons for this:
First, a leader who hesitates to confront anything related to the Call to Action sends a signal that commitment is lacking. Team members will take their cue from this, and the entire initiative may lose momentum. This unwillingness to deal with personal barriers is a major contributor to the failure of most transformation efforts.
I recall a conversation with a senior leader at a major insurance company. The CEO, eager to improve performance, invested in an experiential leadership development course. Every leader attended the course, yet nothing changed. When I asked why, the senior leader explained that the CEO, impressed by the course, had actually purchased the company that offered it. The problem? The CEO never attended the course himself. As a result, the leaders went through the motions, returned home, and promptly forgot everything they learned.
Second, addressing personal barriers requires vulnerability—a critical element in building high-functioning teams. As we’ve discussed previously, vulnerability leads to trust, and trust enhances commitment to the Call to Action. Without this level of personal reflection and openness, the process is flawed and will not yield effective results.
The discussion around the Call to Action must not be taken lightly or glossed over. It sets the tone for the entire Compelling Journey. Leaders need to be crystal clear about the Call to Action and must be prepared to thoroughly explain its importance to their teams. Equally important, they must be committed to examining and overcoming any personal barriers that might prevent them from fully embracing the effort.
Next, we will explore the strategies needed to overcome these personal barriers and ensure the success of the Call to Action.
Overcoming the Barriers to Responding to the Call to Action – The Compelling Knowledge
What would compel someone to harness their deep-seated beliefs to help overcome the barriers to responding to the Call to Action? Consider the story of Sergeant York.
Alvin York was a backwoodsman from Tennessee, known for his hard living and love of a good time. His life took a dramatic turn when he embarked on a faith journey that led him to adopt a staunch belief: killing another human being was wrong. This conviction posed a problem when, like many young men of his time, he was drafted into the Army to serve in France during World War I. His strong beliefs drove him to attempt to register as a Conscientious Objector, but his request was denied.
Reluctantly, York joined basic training, surprising his drill instructor with his proficiency in firearms—honed through years of hunting. Despite his prowess, which earned him a promotion to corporal, he clung to his belief that killing was wrong, leaving his superiors uncertain if he could be relied upon in combat.
When York was sent to the front, he found himself in an intense battle behind enemy lines. Despite his personal beliefs, he flanked the enemy, killing two dozen and capturing several hundred, which he and his surviving comrades successfully brought back to Allied lines.
For this extraordinary act of bravery, York was awarded the Congressional Medal of Honor and is celebrated as a hero to this day.
What drove York to overcome his personal barrier? It was his Compelling Knowledge—the deep understanding that his actions, though potentially in conflict with his beliefs, were necessary to save lives and preserve freedom. When questioned by officers after the incident, York explained that he acted not out of a desire to kill, but to save lives.
In our previous discussion, we highlighted how personal barriers to responding to a Call to Action can derail change initiatives. When leaders hesitate to execute a well-crafted plan, it can give everyone in the organization an excuse to avoid stepping outside their habitual approaches to work.
By encouraging leaders to openly declare what might cause them to hesitate, they create an environment of accountability and foster a culture of trust. Acknowledging potential reluctance demonstrates vulnerability—a key foundation for building trust. The next step is to identify what Compelling Knowledge will sustain each team member in overcoming their hesitation. This knowledge, whether it’s a personal conviction, a commitment to the organization’s mission, or a sense of responsibility to others, becomes the anchor that drives action even in the face of personal reluctance.
As your organization defines its Call to Action, it’s crucial to spend time identifying both the personal barriers and the Compelling Knowledge that will empower your leaders to overcome them. This process not only enhances accountability but also ensures that when the time comes, every leader is prepared to act decisively.
With these personal barriers addressed, the stage is set to tackle Organizational Barriers—our next focus.
Overcoming The Barriers to Action – Organizational Barriers
“If you have been battling the cannon fire, gunfire won’t bother you.” ― Amit Kalantri
Inventory backlogs plagued the company. A new system for tracking inventory has been deployed. The person responsible won’t use it, preferring to use an outdated approach.
As year-end approaches, a manager launches an unnecessary project to protect the budget for next year and her bonus – even though other departments are extremely short of resources.
The head of the department requires information presented in a particular format, even though the information is easily accessible in other formats. When it is converted and submitted, the department head then red-lines information with changes at the last minute, delaying completion and causing multiple overtime hours to correct before the deadline to present the report.
A customer calls to inquire about the arrival timing for an existing order. Although the information is readily available in the system, the sales representative is prohibited from releasing it. Frustrated, the customer cancels the order and takes her business elsewhere — permanently.
The high performer insists on going around the established processes in order to advance his projects. His behavior is tolerated because of the high output he produces. Everyone else sees what is happening but are helpless.
Any one of these examples could be seen in many organizations today. These are the kinds of anecdotes that drive people toward the Pepto-Bismol aisle in the drugstore. Rules and regulations, poor or inadequate communication, fear of loss of status, power plays, misalignment, and the unwillingness to deal with problem players clog the system, poison cultures, reduce nimbleness, and disturb the flow of the organization. These types of barriers can appear to be large and immutable.
There is a silver lining to identifying these issues. It is precisely because the organizational barriers are so large and seemingly immutable that they can be easily overcome. When leaders actively participate in the Compelling Journey™, confront their Personal Barriers and settle on their Compelling Knowledge to overcome them, it becomes much easier to engage in root cause analysis for the organizational barriers identified. The Personal Barriers exercise enables the leaders to become nimbler so that they can quickly act and effectively respond to the Call to Action.
During the Compelling Journey™, a leadership team takes the time to outline what they view as the key Organizational Barriers their company faces. Because the leaders have been willing to confront their own reluctance in responding to the call, it becomes clear to them what needs to occur to resolve those kinds of issues. The energy that they derive from this provides substantial role modeling capacity within the organization. This is especially true when the team is connected with the Call to Action.
When these barriers have been outlined and solution approaches identified, the process flows from the world the organization lives in today to the first steps of the World of Opportunity.
Next up: Tests, Allies and Enemies. This will set the boundaries for responding to the call.
Staying on Track – Tests, Allies, Enemies
Your friends will believe in your potential, your enemies will make you live up to it. – Tim Fargo
Tests
Space flight is often admired for its incredible precision. However, a little-known fact about the first moon landing is that the mission was off course nearly 80% of the time! Despite this, the astronauts reached their destination and returned safely to Earth.
Was it a chaotic ride full of dramatic course corrections? Hardly. The success of the mission was due to countless small, mid-course adjustments that kept the spacecraft on its intended path. To make these precise corrections, flight planners relied on excellent diagnostics that ensured the capsule was on the right trajectory.
Similarly, as a team embarks on its Compelling Journey™, it’s crucial to establish tests that will keep the organization on track to fulfill its Call to Action. These tests can take many forms—financial metrics, cultural milestones, hiring and retention goals, or even tracking how leaders overcome personal barriers. Each organization must craft tests that align with the primary focus of their Call.
Allies – The Support Network
As previously discussed, more than two-thirds of all change efforts fail to meet their intended goals. For any transformation to succeed, leaders must generate momentum to respond to the Call to Action. This means removing all roadblocks that could impede progress and seeking help from all available sources. In other words, the Call to Action requires allies.
An ally, as defined by Merriam-Webster, is “one that is associated with another as a helper: a person or group that provides assistance and support in an ongoing effort, activity, or struggle.” Business transformation is challenging and often met with resistance. After declaring the Call to Action, leaders must identify who or what will provide the necessary assistance and support. Allies can be found both within and outside the organization, including major stakeholders, vendors, government entities, educational institutions, professional societies, and employees.
Enemies
Change inevitably faces resistance. There will always be those who are unwilling to embrace new approaches, for a variety of reasons. It is essential for leaders to identify these potential opponents and, where possible, understand their motivations. Interestingly, some individuals or groups may appear on both the allies and enemies lists, depending on the situation.
By defining and understanding Tests, Allies, and Enemies, the team can gain clarity as they navigate the Compelling Journey™. With these areas outlined, the next step is to identify the organization’s emerging leaders—those who can be relied upon and given challenging assignments in pursuit of the Call to Action.
Approaching the Challenge – Emerging Leadership
The business was flourishing. Hard work and strategic market positioning had created numerous healthy opportunities. The CEO and her team had successfully weathered the challenging times and now faced a new dilemma: there were so many promising projects that the senior team couldn’t manage them all.
They knew they had good people, but they weren’t sure how their team would handle the increased responsibilities these new projects demanded. One thing was certain—if they didn’t find people who could help the senior team execute, these opportunities would slip away. The CEO initiated an exhaustive review of the talent within the organization, aiming to identify who was ready to take on more responsibility, who would be ready soon, and what support they would need to rise to these new challenges.
Someone once asked, “Who is the least powerful person in an organization?” If you had answered counterintuitively and said the CEO, you’d be correct. But wait! Isn’t the CEO the one with all the power? Doesn’t she have the authority to direct everyone in the organization? As with many things in an organization, it’s complicated.
Yes, CEOs make the big decisions and have the final say on key matters, but in the strictest sense, they are not the most powerful. True, they can decide who stays, who goes, and who does what, but they are still the least powerful.
Every person who joins an organization brings tremendous potential. Presumably, they were hired because of their skills and competencies. They also have unique talents that contribute to the team’s makeup. Along with these qualities, they bring a mindset—habits, attitudes, beliefs, and expectations—that influences something we call “discretionary energy.” Depending on their mindset, employees can offer varying levels of energy, creativity, and drive.
Every organization has a set of minimum standards for performance and behavior. Team members who don’t meet this threshold are usually given the opportunity to find success elsewhere. However, meeting the minimum requirement is rarely enough to achieve an organization’s higher aspirations. CEOs, along with their supporting teams, must tap into each team member’s discretionary energy to generate the momentum needed to reach the organization’s goals. If the CEO is unsuccessful in this, the enterprise will fail or, at best, underperform.
In other words, if the members of the organization fold their arms instead of contributing, the CEO is powerless.
The implications are both broad and clear. The CEO needs a motivated team—lots of them—who are committed to energetically supporting the vision. While having a motivated senior team is essential, it’s only the starting point in the effort to transform the organization. The CEO and senior leaders must look deep into the organization to identify who among the remaining members can step into crucial leadership roles.
The next step in the Compelling Journey™ involves a thorough examination of the state of the organization’s emerging leaders. Who are they? What are their strengths? Where do they need development? What plans must be put in place to ensure they are fully engaged and ready to meet the challenges ahead? How will they understand the Call to Action? Will they have clarity in their own development path? How will they know what is expected of them?
When fully realized, this step enables the organization to thrive as its members rise to the occasion and fully engage with the Call to Action.
Next, we will explore what is necessary to clearly define the response to the Call to Action.
The Challenge – Meeting “The Call”
The business had grown slowly but steadily. The company faced financial headwinds and often felt boxed in when opportunities arose. They could see the potential for growth but struggled to find the right combination of people and product. Progress was being made, yet structural problems hampered their ability to capitalize fully on opportunities.
As they embarked on The Compelling Journey™, they took stock of their situation and crafted a clear, aspirational “blue-sky” vision of what success looked like. This process led them to effectively formulate their Call to Action. Although identifying barriers was a slow process, they eventually mapped out a series of diagnostic checks to help them stay on course.
The company took pride in its bench strength, recognizing several longtime team members who deserved bigger roles. Identifying these individuals was straightforward, but prioritizing their readiness for new responsibilities took time. A significant challenge the senior team had identified was that they were shouldering much of the burden of communicating the mission, vision, and values across the company.
The Senior Team was fully aligned with the Call to Action. It was clear, compelling, and aligned with their business approach. The challenge now was to connect this overarching Call to all facets of their operations without getting bogged down in overly detailed plans that emphasized tactics over strategy. They needed a framework that was clean, focused, and could encompass the entire enterprise.
When working with an organization, we encourage our clients to establish a handful of strategic “Pillars.” These four to six pillars serve as the foundation for the enterprise, supporting the Call to Action and defining key areas of focus necessary for success. Once these pillars are established, several important considerations follow.
First, each pillar needs a champion—someone on the Senior Team who is fully committed to its fulfillment. This champion doesn’t necessarily have to be the person with functional responsibility for the area. For instance, if fiscal discipline is identified as a pillar, the CFO, while involved, isn’t automatically the champion. Every senior leader must understand and be accountable for the success of these strategies.
Each pillar also requires a clear vision of what success looks like when the strategy is fully realized. These “vision statements” should consist of two or three short, impactful phrases that vividly describe the desired outcome, motivating those involved to take action. Crafting these vision statements is crucial, as they help shift the team’s focus from the immediate to the aspirational.
There’s a bit of “secret sauce” that can energize these vision statements: creating an affirmation for each one. This statement describes the vision fulfilled and captures the emotional content of achieving it. By connecting emotionally to the envisioned outcome, team members are more likely to focus on it with the intensity needed to drive innovation and find solutions.
Once the vision statements are established, it’s important to outline a series of milestones. These milestones help team members gauge their progress, build momentum, and develop resilience for the challenges ahead. These milestones should focus on “what needs to occur” rather than “how” the pillars are to be fulfilled. Assigning timelines to these milestones is also crucial, as they help prioritize the necessary actions to respond to the Call. Some actions may not be immediately possible, but they should still be included in the overall plan.
With the Pillars firmly in place, the Call to Action is supported by a solid foundation that allows the organization to develop effective approaches to solutions. The next step involves defining when and where to declare success and determining the appropriate recognition and rewards for those who help achieve it.
Defining…And Rewarding Success
It’s not usual to speak of an employee as a partner, and yet, what else is she? – Anonymous
The organization had a respectable sales record and a team of seasoned professionals leading business development. However, their sales were concentrated in low-margin areas, leading to operational churn and minimal impact on the bottom line.
The Compelling Journey™ clarified their strategic direction, but they soon realized that they couldn’t achieve their desired growth without addressing the misalignment between their current reward structure and their future plans.
With the Pillars firmly in place, the Call to Action now has a solid framwork. The next crucial step is to define success clearly and establish recognition and rewards that align with this vision.
One of the most common challenges organizations face is a failure to clearly define what success looks like—not just the end goal but the critical milestones that mark progress along the way. Strategic plans unfold over time, and maintaining momentum, particularly in the early stages, is vital. To sustain this momentum, the organization needs well-defined victory markers that allow for celebration of successes as they occur. We’ll explore this further when we discuss converting the work done in The Compelling Journey™ into a PlayBook.
Strategic plans often falter or fail entirely due to a lack of clarity, alignment, and execution. Consider a scenario where the plan calls for an expansion in sales, supported by a comprehensive overhaul of the enterprise resource planning (ERP) system. Manufacturing teams are tasked with a product overhaul, IT must source and implement the ERP, Finance needs to integrate reporting systems, and other departments like Procurement, HR, and Warehouse are also expected to synchronize with the new system.
Anyone who has ever been involved in implementing an ERP knows that it’s fraught with challenges. So, what does success look like for each department? For Sales, it’s about having real-time access to client lists, sales history, and order tracking. Manufacturing defines success as efficient scheduling and production. Warehouse success hinges on accurate tracking of inventory and timely deliveries. For Maintenance, it’s minimal downtime and effective preventive measures. Finance seeks accuracy in numbers, while HR’s success is getting payroll right.
The problem arises when rewards are not aligned with these success definitions. For example, if Sales is rewarded solely on volume, but Manufacturing is rewarded for staying within budget, conflicts arise. If Sales is incentivized by volume rather than margin, profitability goals can be compromised. Accounting might prioritize labor cost control, further squeezing Manufacturing, and Maintenance may struggle to perform preventive maintenance without overtime, reducing output. Warehouse efficiency might suffer due to inadequate IT support, and HR might focus on payroll accuracy at the expense of comprehensive training, leading to operational errors.
The outcome? Departments operate at cross-purposes, successes are scarce, and dissatisfaction with the reward system grows, leading to organizational friction.
The lesson here is clear: Success must be defined in alignment with the Pillars, and reward mechanisms must be thoroughly thought out to ensure they support the overall objectives. Without this alignment, execution will falter, and the organization risks undermining its strategic goals.
The Compelling Story
Over the years I have become convinced that we learn best—and change—from hearing stories that strike a chord within us… Those in leadership positions who fail to grasp or use the power of stories risk failure for their companies and for themselves. – John Kotter
The leadership team recently convened for an intensive two-day offsite as part of The Compelling Journey™. They retreated to a serene resort, isolating themselves in focused discussions about the future direction of the enterprise. Conversations extended beyond formal meetings, continuing over cocktails, dinner, and late into the evening. By the end, every member of the team agreed—it was time well spent.
However, back at the office, the rumor mill was buzzing. Team members speculated about the leadership’s absence, concerned that the company’s recent struggles made such an expenditure questionable. Why, they wondered, spend money on a luxurious retreat instead of addressing challenges directly in the office?
That skepticism quickly dissipated once they heard The Compelling Story.
Crafting and Communicating the Vision
Effective leaders understand the power of storytelling. A compelling story can crystallize a vision, fostering clarity and engagement among team members. The Compelling Journey™ is designed to help leadership craft that vision—a clear, strategic path forward. However, the process doesn’t end with the creation of a plan; its success hinges on communicating the results to those responsible for its execution and securing their buy-in. This communication is what turns strategy into reality.
The Compelling Story is more than a report—it’s a vivid, forward-looking narrative that illustrates the impact of the strategic plan. Leaders are tasked with creating a hypothetical news story, set in the future, that celebrates the successes achieved by following the plan. This exercise in “blue-sky visualization” transforms the plan into a tangible, inspiring vision that everyone can rally around.
A well-crafted Compelling Story typically has three key elements:
Introduction: A captivating lead that sets the stage, outlining the context and significance of the strategic journey.
Core Narrative: The heart of the story, detailing the successes achieved, identifying the key players, and highlighting the strategies that led to those victories.
Conclusion: A reflection on the outcomes, drawing conclusions about the organization’s future and the lessons learned.
When we guide leadership teams through this process, we divide them into three groups, each responsible for one section of the story. Working independently, they bring their unique perspectives to the narrative. The resulting document, despite minor overlaps, is typically cohesive, engaging, and rich in insights.
Connecting with Purpose and Emotion
A crucial aspect of The Compelling Story is its ability to create an emotional connection. While The Compelling Journey™ is grounded in facts and analysis, the story brings those facts to life by linking them to the organization’s purpose and values. This emotional resonance is essential for effectively communicating the Call to Action, the supporting strategic pillars, and the milestones that will mark progress.
Sharing The Compelling Story with the entire organization serves multiple purposes. It not only demystifies what happens during offsite leadership meetings but also aligns the staff with the strategic vision. By making the connection between the annual planning process and the work done during The Compelling Journey™, leadership can foster a deeper sense of ownership and commitment across the enterprise.
This process of engagement is not just about informing—it’s about inspiring. It shows the team that strategic planning isn’t an abstract exercise conducted behind closed doors but a shared journey that everyone in the organization is a part of.
In our next discussion, we’ll explore how to leverage this momentum to further engage the entire organization in the Call to Action and ensure that the strategic vision is carried through to execution.
Facing the Unexpected
If matters go badly now, they will not always do so. – Horace
It’s always something. – Gilda Radner
The team had weathered a stormy two years. High turnover, the loss of key customers, and unreliable vendors had left the company on shaky ground. The Board had begun to question the viability of leadership’s strategies, and the investors’ patience was wearing thin.
Recognizing the gravity of the situation, the newly appointed CEO knew a fresh approach was needed. The leadership team isolated themselves for a couple of days, determined to confront the harsh realities head-on. Following The Compelling Journey™, they scrutinized their situation with clarity, cutting through the noise of daily crises. They assessed their operations, pinpointed strengths to build on, and identified both personal and organizational barriers. The team also recognized emerging leaders who could be counted on in times of need. With a clearly defined Call to Action in hand, they established strategic pillars, defined success, and devised an effective reward system. Above all, they believed in their Compelling Story.
The senior team didn’t just create a plan; they shared it, ensuring that every member of the organization understood the vision. Slowly but surely, the changes took root. Sales ticked upward, fulfillment improved, and the office buzzed with renewed energy and rising morale.
Then came the unexpected. The Vice President of Sales received a call from one of the company’s largest customers. They had decided to implement a new process that effectively halved their order volume. A quick analysis by the finance team revealed the gravity of the situation: profit projections were slashed, and layoffs and other cost-cutting measures seemed inevitable.
Carl von Clausewitz famously said, “Every plan is a good one—until the first shot is fired.” The same holds true in business. Events have a way of disrupting even the most carefully crafted plans, requiring leaders and organizations to remain agile and responsive. The key question becomes: what can the enterprise rely on to keep everyone focused on the Call to Action and prevent derailment by the unexpected?
Another perspective to consider: When did Noah build the Ark? Before the rain.
Leadership must anticipate disruption and plan for ways to manage it. After crafting the Compelling Story, the next crucial step is to anticipate potential challenges and adverse consequences. What organizational values and expectations will the leadership team draw upon to keep everyone aligned and functioning effectively, even in the face of challenges that could otherwise weigh heavily on morale and progress?
The company facing the sudden loss of business from a major customer leaned on its core values and strengths to navigate the crisis. This challenge forced them to re-examine their situation and recognize the need for diversification. By expanding their customer base and balancing their sales portfolio, they reduced their dependence on a few key clients, ensuring they would never again be at the mercy of a single customer.
This shift in sales strategy had an unintended but positive consequence: it changed the dynamic of their relationship with the initial customer. The company was no longer dependent and could now negotiate from a position of strength, securing better terms than they might have in the past.
By integrating this critical component—anticipating and planning for the unexpected—into the strategic planning process, the Compelling Journey is almost complete. There remains one final consideration: the impact on the community and the long-term implications of fulfilling the Call to Action. We will explore this in the next discussion, leading us into the phase of reinventing the organization for sustained success.
The Return: Community and Long-Term Benefits
We cannot live only for ourselves. A thousand fibers connect us with our fellow men. – Herman Melville
The leadership team had diligently worked to ensure the organization’s sustained progress. Through exhaustive annual planning sessions, they had laid the groundwork for dramatic growth in their market. As they refined the company’s vision statement, they articulated a bold and far-reaching goal: “To become relevant to every business in Canada.”
What made this vision compelling was its audacity. Not every business in Canada would use the company’s products or services—some never would. Yet, the leadership believed that their work would render the company relevant to all. This vision wasn’t just about market share; it was about creating a lasting impact.
However, such an ambitious vision is not without its risks. The long-term focus it demands leaves the leadership vulnerable to criticism if things don’t go as planned. Cynics may emerge, ready to question the feasibility of such a grand goal. Despite these challenges, the importance of maintaining a long-term vision and its potential impact on the community cannot be overstated.
Organizations are more than just a collection of workers performing tasks. Each member comes with personal expectations—whether it’s providing for their family, advancing their career, or seeking self-improvement. When an organization paints a vivid picture of its future benefits to both the enterprise and the community, it empowers its members to connect their personal “WIIFM” (What’s In It For Me) to a greater purpose. This connection transcends standard outcomes like profitability, employee retention, and growth, and instead imbues their work with a sense of inherent worth, dignity, and meaning.
Consider the difference in perspective through a simple story of three workers digging trenches. When asked what they were doing, the first replied, “The boss told me to dig a hole here.” The second said, “We’re putting up a big building.” But the third, with a sense of pride and purpose, replied, “We’re building a grand library that everyone will be able to use and enjoy.” Which worker do you think dug the better trench?
The last step of The Compelling Journey™ is about more than just outlining tasks and goals. It’s about ensuring that every member of the organization understands why they are being asked to act. This connection to the larger purpose is what drives full engagement and sets the stage for exceptional performance.
With the Journey now complete, the focus shifts to cascading this information throughout the enterprise, ensuring that every member is aligned with and motivated by the Call to Action. This is where Level Three comes into play. We guide organizations in creating a PlayBook—a clear and straightforward approach that fosters understanding and drives action. This PlayBook is more than a tool; it’s a blueprint for translating vision into reality, ensuring that every effort contributes to the overarching goal.
By clearly articulating the long-term benefits and aligning them with the community’s interests, the organization not only strengthens its market position but also enhances its social impact. This dual focus on business growth and community relevance positions the company for sustained success, with a motivated workforce ready to rise to the challenge.
