How to Achieve Fierce Support for Strategic and Performance Goals From Your Employee Culture

1, 2, 10!™

On Top of the Bottom Line

In the real world, neither logic, nor management authority, nor any compelling competitive urgency will convince an employee culture to adopt a corporate cause as if it were its own. In the killing field between company concept and employee commitment lies many a failed strategic plan. 

If you want employees to buy a strategy you have to know how to sell it to them. 1, 2, 10! is the slap process that will show your managers exactly how an employee culture works and how to work it. And it will provide a template for ensuring future strategies will be implemented as well, or even better, than they’re planned.

Summary

  • Increased revenue
  • Faster time to market
  • Improved product quality
  • Greater market share
  • World domination

Which employees could ever argue with the irrefutable logic of these corporate strategies? In a perfect world your employees would immediately grasp the logic and devote themselves wholeheartedly toward achieving them.

Wake up, wipe the drool from your desk and say “hi” to reality.

TO THINK ANY STRATEGY WILL BE SUCCESSFUL WITHOUT SUPPORT OF THE EMPLOYEE CULTURE IS TO BUILD A BASE CAMP ON MT. DELUSIONAL.

If you want your employees to buy a new strategy you have to know how to sell it to them. This means selling to the employee culture—knowing how the culture works and how to work the culture. This isn’t a matter of logic; it’s a matter of logical methods for stirring deep response.

Who is going to decide the success of any strategic or performance goal in your company? If you’re management, start by crossing yourself right off the list. The employee culture has the vote. If the culture wants something to happen, it will. If the culture doesn’t want something to happen, it won’t.

A successful strategy isn’t planned well; it’s implemented well. “Implemented well” starts with being able to enroll the employee culture in ferocious support of that strategy. But despite overwhelming evidence that it won’t work, strategies continue to be frontloaded on the planning side, without the same intelligence and sophistication given to implementation.  

At slap, we call that process 1, 2, 10! In between 1, 2, and 10! are the Seven Deadly Sins of Strategic Implementation:

THE ORIGINAL SIN: Failure to Respect the Power of the Culture

THE SECOND DEADLY SIN: Presumption of Rapid Behavioral Change

THE THIRD DEADLY SIN: Leadership Vacuum

THE FOURTH DEADLY SIN: Big Kick-Off. Little Pay-Off.

THE FIFTH DEADLY SIN: Say What?

THE SIXTH DEADLY SIN: Pay What?

THE SEVENTH DEADLY SIN: Trying to Peddle Strategies as Values

Note to over-achieving managers: The key is to avoid all seven sins, not accomplish them.

Deliverables

  • Ensures fierce support by employees for any corporate strategy or performance goal
  • Causes the employee culture to course-correct a badly planned strategy
  • Markedly accelerates employee acceptance of change
  • Causes the employee culture to enthusiastically recommend company products, pricing and policies to customers
  • Gets managers very smart about how an employee culture works and how to work it