You're facing skeptical team members. How can you effectively justify your strategic approach to them?

Developing trust is essential to the effectiveness of consulting. Commence by appreciating the opinions of the team and communicating openly. Recognise hazards and keep lines of communication open while showing decency and building rapport. With persistent honesty and follow-through, trust develops. It is the cornerstone of cooperation and success in every strategic undertaking.

Putting together strategic plans is always accompanied by a degree of cynicism and mistrust. People generally take the need to have this plan as criticism of the work they have been doing and a feeling it isnt good enough. Building the transparancy and trust is critical through open communications, simple data , discussion and a process which makes it easier to discuss current challenges and issues. Trying to depersonalise it. Helping people feeel that they are part of the process because of the value they bring to the company today and their views and opinions are very valued ,but also very needed in shaping the direction for the future. Consistency in communication is critical. Trust is very easy to destroy and much harder to build.

Skepticism is inevitable. Thinks of ways to build trust and buy in from the team. Use relevant analogies and real workable examples. Engage with the team based on what they are committed to rather than at the level of opinions. Your opinion vs. their opinion will lead to endless debates. You want voices to be heard and construction opinions may matter. You gain commitment when an opposing opinion is heard and taking in positively in a project matter as you move ahead towards the common objective

Active listening is crucial when addressing skepticism. Give team members your undivided attention and reflect on their concerns. Ask clarifying questions to fully understand their viewpoints. This demonstrates that you value their opinions and helps tailor your responses effectively. Engaging with their perspectives allows you to identify common ground, fostering consensus and collaboration. By showing genuine interest in their views, you build trust and create a supportive environment for your strategic approach.

Para apresentar sua estratégia, o storytelling é essencial. Se você já comprou a ideia, o primeiro passo foi dado. Agora basta desenhar a sua comunicação elencando os motivos que te levaram a esse posicionamento, os dados que embasam essa decisão, os resultados esperados e impactos para o projeto. Utilizando uma apresentação organizada, comunicação clara e trazendo elementos de storytelling fica mais claro para todos.

I feel a major reason on many occasions why strategies fail to be succesfully implemented is that there is not enough common understanding of where the business actually is today. There will be many different views so getting to final plan involves people starting from different points and understanding. So, to know where the business needs to go there has to be a commonly understood startline . This must be simply explained,clear data and in a process where the necessary discussions for clarification are possible and encouraged. It is worth spending this time to get everyone to more or less the same understanding of where the business is. Then needing to do something different or to do more of the same will be a lot clearer for all.

Logic and rational thinking work! For any given strategy, it is important to assess pros and cons. How does the decision of today affect the evolution of tomorrow? Once we discuss with the team on these lines including alternatives that were assessed and the rationale behind the current selection, my take is that the team will see logic & align.

To justify your strategy, present solid evidence like case studies, data analysis, or testimonials from successful implementations of similar strategies. These concrete examples demonstrate past successes, illustrating how your approach can work for the team as well. Evidence is crucial to counter skepticism, showing that your recommendations are grounded in reality and have a proven track record. This helps build trust and confidence in your strategy, making it easier for skeptical team members to see its potential benefits and success.

To get skeptical team members on board, involve them in the planning and implementation of the strategy. When people have a say and a stake in the outcome, they’re more likely to support the approach. Assign roles that align with their strengths and interests, and be open to their ideas for improvement. This way, everyone feels valued and part of the process. A collaborative approach not only eases doubts but also leverages the team's collective expertise, leading to a stronger, more effective plan.

One key lesson I have learnt over my career is how many strategic plans just end up sitting on a shelf. Ownership of a plan is critical , partcularly by those people who will be implementing the plan. So many times I have seen top down plans fail. Having some guidelines in place , data backed so people can see where is the starting point, having ownership by a cross functional team including 'informal leaders and influencers' will work. I have also seen this ownership process not only develop great plans, but also deliver them.

Regular follow-ups are key to keeping your strategy on track and easing any doubts. Check in with the team frequently to see how things are going, address new concerns, and monitor progress. This shows you're committed to the plan’s success and to supporting everyone involved. Regular updates also allow you to tweak the approach based on feedback and changing circumstances, proving you're flexible and responsive. It helps everyone stay aligned and confident in the strategy.

In all onboarding situations I encourage productive dissent. New insights, opportunities, and hazards surface as a result. While team members or subordinates may need encouragement/amnesty, colleagues share opinions/reservations freely. First, acknowledge what was stated in an appreciative manner. Encourage others to weigh in as you process the opinion or concept. Silence is short-lived providing insight and time to process the point of view and compose your reaction. You may agree, suggest further research, or offer a counterpoint. Ultimately the strategy may be endorsed, revised, or replaced with a new one… all are good outcomes, but the most valuable benefit … is a team that is committed to the execution of the strategy.