The Ten Most Common Mistakes In Selecting A Strategic Initiative

man using MacBook

This is the second article in which I’ve described the importance of understanding the reasons why initiatives fail. This article explains how to determine if you should, as the organization, be motivated to succeed with a specific strategic initiative.

We dive into three areas when it comes to thinking about a strategic initiative and we discuss the importance of answering these 10 important questions:

How Do You Determine The Right Strategic Initiative

So now that we have cover the importance of knowing why strategic initiatives fail, let’s dive into the second most important part of this topic. What we will be looking at is identifying the areas that should solicit extra effort when it comes to managing this initiative.

The goal of this assessment will be to determine what areas of this job-specific process require more focus in order to approach the initiative as a team. We will be touching on several of the ten most common pitfalls when it comes to selecting a strategic initiative. These pitfalls, and the answers to their common causes, are central to the degree in which a particular initiative is properly executed.

Mistake #1: Not Assessing Selection Several Ways:Selecting the right initiative for the team to tackle is a serious undertaking. However, not every initiative warrants the time and effort it takes for a good team to tackle the job at hand. Two avenues for avoiding this mistake occurs. First, prioritize initiative number one and move on from there. Second, provide exceptional leadership and guidance so that your team can tackle any initiative. The importance here is to understand exactly what you need to accomplish with each initiative you select and involving the right team members. If you are thorough with these two steps, you will be well on your way to producing new initiatives that improve your organization’s function.

Mistake #2: Selecting The Wrong Initiative As A replacement:We’ve reviewed the importance of not making the wrong initiative the responsibility of the team, but what I think we have not discussed is how critical the task will live in the team’s mind. All too often, a team will be assigned to tackle an initiative and then assigned to implement the initiative. Say that at days end, there will be an opportunity to replace this initiative with one that is even more rewarding to the organization. At this point, the team should actually carry out the new initiative, not the old. The cost of finding additional hours of work doing the same thing over and over again is almost immeasurable when it comes to the errors and inaccuracies of untried strategic initiatives. The benefit is the greater commitment of your team to carrying out the new initiative tests the willingness and decision to take action. The failure to take this step, and having to go back to a new initiative, is far more costly than the cost of replacing and retraining your team members.

Mistake #3: Incomplete with the process and deliverables:After vigorous discussions in which the team collaboratively determined “what needs to be done” the important move you can recommend is to validate the process and deliverables to everyone. Collect feedback from the team in this manner, making sure you hear everyone’s perspectives as well as their counterpoints. Fixing mistakes within the process or addressing the complete and effective deliverables is now possible.

Mistake #4: Not Examining The Benefits From the Initiative Effectively:The good thing about strategic initiatives is the variables, obstacles, and marketplace position that affect the initiative. At certain points, it may seem that the fruits are unfolding, which may lead you to believe that the initiative is a success and it may be. Doing the tactical work with those things is not always easy, especially when you have obstacles and delays along the way. However, doing the strategic work lets you see the returns to your investment-and to the organization-during and after implementation of the initiative. A clear strategic process is here to aid in this.

Mistake #5: Not Being Involved With the Process:A key benefit of reporting back on clear post-implementation actions a redefines the furious and timely citizen maximum wrangleness in handling the initiative. This benefit is also great for organization-wide deployment; the leader need not reinvent the wheel. If necessary, a leader can help ensure active participation.

Mistake #6: This Is Not Realized Early Enough For Action:It is an unfortunate reality that not everyone at certain times are ready to execute new initiatives. An innovative initiative that first required plenty of team-based conversations and debates is not going to be implemented without these conversations. If this is perceived as a delay, it often is. If you are good at comprehending the other person’s words and listening to them, granulizing (see #5) the gravity of your implementation plans, you will find that you will avoid “dead-in-the-water” situations and be on-time.

person sitting on chair holding iPad