Strategy

Strategy Delegation and Motivation

Barely half of senior managers are excited by their own business strategies.

Are your people skills weak? Are you out of touch with the needs and feelings of customers? Are you infuriated by dissent? According to an article in the Director magazine, if you answered, “yes” to these questions, congratulations, you’re a perfect candidate to craft business strategies in the world today.

“Business strategy is often conceived in an ivory tower by top executives and then handed down in tablets of stone for middle management to implement,” claims the article. “But, because the strategy is not grounded in the reality of the business and lacks ‘emotional edge,’ the rest of the organisation neither believes in it nor engages with it. So it's not surprising that only 19 per cent of corporate strategies achieve their objectives, according to new research among more than 1,600 top, senior and mid-level managers in public and private sector organizations.”

This article also points out the only 25 percent of executives themselves are excited or motivated by the strategies they create and just 28 percent of senior leaders are engaged by their strategies.

If this is the perception that senior executives have of their own business strategies, how can they expect middle management and employees to be motivated by them, embrace them or wholeheartedly implement them? Delegation of goals that are not fully “owned” is a recipe for mediocrity or failure.

Based on the statistics above, is it any wonder that 81 percent of strategies fail to achieve their objectives?

You can read it here

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Relevant topics: Strategy, Motivation, Delegation




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