Building Support for a Strategic Plan

Different organizations have different goals and objectives which require various internal and external partnerships to succeed. As a result of this, each organization has to realize its potential and decide the means in which it will gain member support and commitment. Support and commitment are two key factors in any business or organizations success. Together they create a cooperative and cohesive work group that can work toward a common goal. There are six tasks which organizational leaders should carry out in order to insure effective support and commitment systems.

The first task that should be addressed by an organizational leader is to maintain open lines of communication. By allowing information to flow freely upwards and laterally organizational members are more in tune to what’s going on and they are more likely to identify with a project’s purpose. By maintaining open lines of communication it also adds to members’ perception of self worth. That is, they gain confidence in their ability to make change and to achieve, this leads to increased participation and work output. Additionally, by maintaining open communication members develop a deeper sense of trust because all the information is out on the table. Trust leads to higher work ethic and sense of comfort.

The second task that should be addressed when building a support system is to be unambiguous about what is required from organizational members. This means that as a leader you must be clear and concise about what the project is and what it will accomplish. By making sure the participating members understand what is going on in the workplace they can be more aware of what will be required from themselves, (time and resources). Other than the obvious by being clear you avoid confusion and vague communications.

The third task is to focus on action goals. This step to gaining support is multifaceted. The first part of developing a clear focus requires a selection of members who will be involved. By doing this you insure that resources are more properly allocated and that members whose work or knowledge is unrelated to the task at hand don’t diffuse the projects focus. Once a focused team has been assembled the leader or manager must explain short term goals and the actions that must be taken to achieve those goals. Finally, in focusing the team members the leader should outline the benefits of any actions and clarify those of what the final outcome will be.

The fourth task is to continually monitor team members and measure project progress. Firstly, by measuring throughout the projects timeline team members are given a sense of achievement, “If you can’t measure it you can’t manage it.” Secondly, by monitoring team members a leader will be more aware of group sentiment and whether or not there is commitment for a project. At this point the leader can assess whether or not there is enough support to go on with a project.

The fifth task is to create a work environment that maintains interdependence and growth. Interdependence leads to decreases in absenteeism because members are more aware of how others are affected by their absence. Interdependence also helps build ownership, trust and commitment among team members. By establishing an environment of commitment growth, a leader can create an organization where members, “want to be.” This typically creates a harmonious environment where members feel like they are part of the organization.

The last task is to recognize members’ achievements. By giving incentives or recognition members’ perception of their value to the company goes up. This final task leaves a lasting effect on members that can last through current projects and well on into the future.

These six keys to building support and commitment among participating members for a project or plan are key to success. Unfortunately, there are many personalities in any team and sometimes they will be incompliant. However, it is a leader or managers duty to put every effort into gaining their organizational members support. Leading through action can be effective but creating an environment conducive to growing membership support is essential.


References

1) Korostensky, K. How to Gain Respect and Support for Yourself and Your Business. Ezine Articles. (accessed 10/9/07)
2) Bruderl, J., Preisendorfer, P. Support and the Success of Newly Founded Business. Small Business Economics. May 1998. (accessed 10/9/07)
3) Fields, B. 3 Key Steps to Gaining Employee Support for Organizational Change. Carolina Newswire. (accessed 10/9/07)
4) Queensland Government. Gain Employee Commitment. (accessed 10/9/07) http://www.sdi.qld.gov.au/dsdweb/v3/documents/objdirctrled/nonsecure/pdf/22586.pdf
5) Strebel, P. Why do Employees Resist Change? May 1996. (Word Document)