Making the Most of a New Strategic Plan as a Mid-Level Manager

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Making the Most of a New Strategic Plan as a Mid-Level Manager
STRATEGY EXECUTIONMANAGING PEOPLESTRATEGY
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This article provides guidance to mid-level managers on how to effectively execute a new strategic plan, even if they don't fully agree with it or had no input in its creation. It covers topics such as gaining clarity, addressing employee skepticism, and keeping the team engaged.

Imagine this scenario: Your company’s executive team has just announced their new master plan for growing the business. Now it’s your job, as a mid-level manager, to put it into practice. So where do you start? This article explores how to make the most of a plan that you may or may not agree with and that you may or may not have had any input into.

It also provides advice about the questions you should ask yourself before taking action, how to handle resistance from people you manage, and what to do if the new strategy isn’t working well. Strategy execution can be a challenging but rewarding experience for mid-level managers. It’s an opportunity to demonstrate your understanding of the organization’s goals and vision, and to mobilize and inspire a team to achieve those goals. Andrea Belk Olson, a strategy consultant who has written for Harvard Business Review about the challenges of executing a strategy, offers valuable insights for mid-level managers on how to navigate this process successfully. She emphasizes the importance of getting clarity when the plan is vague, addressing employees’ skepticism, and keeping them engaged with progress updates. Olson argues that mid-level managers can truly shine by taking a more proactive and deliberate approach to strategy execution instead of simply going through the motions.

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