Brent Grover says in The Little Black Book of Strategic Planning for Distributors that systematic communication with subordinates makes the execution of a strategic plan much more likely because it ensures everyone understands the company’s compelling goal and their role in achieving it. Ongoing communication also builds trust, he says.
According to a 2013 survey by Ventana Research, “Long Range Planning – Steps to Achieve a More Effective Process,” executives rarely follow planning with strong top-down communication. Only one-fourth of executives surveyed said they communicate their goals clearly and consistently, and only half said they at least communicate the general idea.
Grover says the strong communication of strategic goals starts with the creation and sharing of a one-page strategic plan. Managers must also follow up regularly with workers, through monthly or biweekly staff meetings.
In The Little Black Book of Strategic Planning for Distributors, Grover shares a case study from his experience consulting with distribution companies that shows how one distributor makes consistent communication a priority.
A large HVAC distributor arranges an employee meeting every year at a location central to its 20+ branch locations. “The CEO and other leaders spend a half day updating the entire company about accomplishments and challenges, presenting awards and celebrating excellence and talking openly about what the company needs to do during the coming year and beyond.”
The CEO also provides updates and recognition on a monthly basis via a company webcast.
To learn more about this distributor’s internal communications plan, read the full case study in The Little Black Book of Strategic Planning for Distributors.