I was stuck at a railroad crossing the other day as an unending cargo train passed by. As I watched the cars speed along the rails one after another, dutifully following the engine’s direction, an unsettling lesson in launching a new strategy came to mind.

My flashback was a product launch status meeting, with people from all functions around the table. Our product was behind schedule, and everyone was edgy.

And so was I.  My role was to bring the product to market, and I knew we had a problem. The product was not going to work the way we had promised. I knew our customer-facing teams would be confused and our customers would be frustrated, which could further negatively impact our achieving revenue commitments.

So I asked what it would take to address the problem before launch. I said I recognized it would cause some delay but could help us achieve our ultimate goals faster.  The head of product development swiftly responded:

“The train has left the station. Either GET ON BOARD or get out of the way.”  All conversation stopped, and the unanswered concerns just hung in the air.

In my work with clients who are launching a new strategy, we start by defining the problem to be solved and then clarifying who needs to take action for the strategy to succeed. We consider a broad group: funders, employees, partners, customers, vendors, regulators, and communities.

At that stage of our work,  one of these C-Suite leaders, or board members, or leadership team members will inevitably say:

“We just need to GET EVERYONE ON BOARD – fast!”

But what does this mean?

In my research into the fundamentals that can accelerate the results of new strategies, I have been surprised by how often the words “ get on board” can be perceived negatively.  

The idiom is rooted in the 15th century, initially referring to seafaring vessels and then to trains. The conductor would call out  “All Aboard!” and passengers scurried to get on the ship or train to go to a pre-determined destination along a predetermined route.

The underlying message people hear is often: “Look, we have laid out this perfect strategy. I  have all the answers. Just do this my way – no questions asked.”

But even the best strategy will FAIL if people are confused, skeptical or not aligned.

For humans to take a new action, we need to understand WHY.  What is the problem to be solved and the benefit of doing something new?  If we have unresolved questions or concerns, we will hesitate to act.

Addressing our objections up front, even though it may take longer, can help us get comfortable with a new direction and work to move forward together.

What is a BETTER way for leaders to engage people to be part of a new strategy and take action?  

Invite people to “GET ON THE SAME PAGE” with you.  

Much like an orchestra performing a symphony, each performer has unique roles and skills and perspectives and timing. To ensure the performance is a success, the conductor needs to make sure everyone fully understands the role they play, and where they may be struggling. Then they need to take the time to practice and align with the others so that these talented individuals can co-create “on the same page” of music.

As you implement your new strategy – or work to get one back on track – consider how you are inviting people to come with you.  

Are you inviting people to “get on board” as the conductor of a train? Or are you or inviting them to “get on the same page”  to make beautiful music together?

I look forward to hearing your thoughts.

– Susan Schramm

P.S. If you are leading a new strategy, or getting an initiative back on track, check out our De-Risk System for Impact. It’s a practical way to anticipate the risks of your strategy and put a plan in place to address them. Happy to discuss how they might apply to your situation.

Your mission is too important. Don’t let it get derailed.

Susan Schramm, Founder, Go to Market Impact susan.schramm@gotomarketimpact.com