b'THE HR HANDBOOKPivot like a ProIS THIS SCENARIOfamiliar? Following an annualCompare and Contrast off-site, several follow-up meetings, some difficultNo matter how small or large the change in strategy, decisions and a large-scale rollout earlier in the year,you must communicate it in comparison to the previ-the recent consumer outlook report has upended yourous strategy. Either way, your team will realize that pri-approach to deliver the expected annual results. Thisorities have changed. Some will see this as ambiguity, new data will mean a shift in resource spending anda lack of decisiveness or being wishy-washy. You cant reprioritization of the current years projects. For thelet this happen as these attitudes become a barrier to longer term, it means that you wont likely be incorpo- moving forward. As a leader take the time to teach rating the new capacities that were touted as the bigabout how you are leading within the framework of growth area for the future. Your strategy for achievingstrategic planning. JONATHAN SHAVERsuccess has changed.is the president andLeadership best practices will always indicate thatBe Transparentowner of Envisionleaders must have clarity in their strategy. A strategyLet others into your world to see how you must Partners LLC.points your team in the right direction; it helps prioritizesimultaneously hold strong to strategic priorities. Let resource allocation. A good strategy builds commit- them see that as a leader, you are always testing those ment to the hard work that is to come. A strategy tostrategies in response to environmental forces that are achieve your vision helps garner resources, it helpslarger than you. You must react to the forces of your bring peers on board; a clear strategy enhances pro- leadership, to the pressure of peers, align to larger ductivity. strategic initiatives and changes or deal with outside factors. Some of these are unpredictable.Clear Communication Prevails Not everyone accepts it, but evolution happens. As Once you communicate established strategies toa leader, you must help others accept this fact, explain the rest of the organization they are often taken asthe forces that affect the strategy and guide it as much steadfast and unchanging, but strategies will needas possible through changing times. to change as marketplace demands or economics require. In reality, the longer the strategic outlook,Listen, Push and Pivotthe greater the likelihood the strategy will change.The scenario youre facing might feel overwhelming, but You, and maybe your team, have probably seen thisits also a chance to innovate and grow. This unexpected potential change coming all alongor at least cre- shift in strategy can be a catalyst for creativity, pushing ated a contingency plan. For you, it is a continuousyour team to think outside the box and find new ways evolution of the strategy. For others, the changes into achieve success. Embrace this opportunity to explore strategy are a highly disruptive evolution. As a leaderuncharted territory, to question and challenge the it is important that you communicate that prioritiesstatus quo, and to discover solutions that you may have have changed, and you must also explain the reasonsoverlooked in a more stable environment. Encouragewhat were the evolutionary forces that led to theyour team to view this change not as a setback, but as change in strategy. Also clearly explain what is differ- a chance to strengthen their adaptability and resilience. ent about the new approach to success compared toTogether, you can turn this challenge into a triumph, the previous onewhat parts persisted, which partsproving that with the right mindset, every change is an were lost, what parts were modified, what was added?opportunity in disguise. SWContinue by explaining how this change in strategy will impact the individual, if at all. 33/ SEEDWORLD.COMLATAM'