Strategy is DEFINITELY not democratic

I’m going to show you how to co-design your strategic plan without losing control of your strategy process.

Let’s imagine you need to develop a strategic plan for your business (or part of it) and you want to stay firmly in control.

Of course you do. You’ve got key insights into what’s needed and a solid vision of what the strategy should look like. But you’re also smart enough to know that co-design and co-creation are the new way to go. You know your team could bring valuable ideas to the table. But you don’t want things to go off on a tangent.

Concerned about open strategy

This was exactly the situation one of my clients faced when she was tasked with developing a strategic plan that could redefine her entire sector. The stakes were high, and she knew that making the wrong decision could sink her career. When I suggested a co-design approach, she looked concerned.  (Let’s call her Mary, details are changed for privacy reasons).

Mary was worried that if she opened up the strategy process, the outcome would be watered down.  She thought her authority would diminish, and wondered if they’d end up in a direction that she didn’t want. Her sector demanded bold, decisive action, and she wasn’t sure a collaborative approach would give her that.

You may have heard me say before: “Strategy is not democratic.”

Strategy is about making choices, choosing to focus on some priorities and leaving others behind. And ultimately, it’s the leader’s responsibility to make those high-level, strategic decisions. Yes, co-design is valuable, but it’s not a free-for-all where every idea carries equal weight.

Defining the Parameters: Non-Negotiables vs. Negotiables

I worked with Mary to define a strategy process that would deliver the outcome she needed while keeping her firmly in control. The key was clearly identifying the parameters.

First, we established the non-negotiables: these were the core parts of the strategy that were not up for debate.

Next, we identified the negotiables: the strategic questions where she needed input from her team. These were areas where gathering diverse perspectives would enrich the strategy, strengthen buy-in, and ensure that the implementation would be efficient. The simple yet powerful framework is below, one of many editable one-page McKinsey-style frameworks you can find in the playbooks available in The Turbochargers Hub.

The Outcome: A Strategy that Delivered Bold, Clear Results

The result of this process was a strategic plan that was bold and decisive in the areas where it needed to be, yet inclusive where team input was critical. By clearly separating the non-negotiables from the negotiables, she maintained control while also harnessing the power of co-creation.

Mary’s team felt engaged and respected, and she got the commitment she needed to execute the strategy successfully.

Six months later, the strategic plan been adopted across the organization, and they were well positioned to become the sector leader. By using this structured approach, she avoided the “watering down” effect that she had feared.

This is a simple yet impactful framework. It’s one of dozens of frameworks that are part of The Turbochargers Hub. But here’s the key: knowing how to adapt and use these frameworks is more important than the frameworks themselves. If you’re not sure how to do this, come join me in the Hub, and I’ll show you how.

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3 Tips for Keeping Control of Your Strategy Process

1. Define the non-negotiables.  Start by clearly identifying the parts of the strategy that are fixed and not open for discussion. These are the strategic decisions that you, as the leader, must own.
2. Identify the negotiable. Pinpoint the questions where you need input. This is where co-design comes into play. These are the areas where your team’s insight will add real value and where getting buy-in is crucial. Be strategic about what you open up for discussion. Engaging your team on the negotiables will build their commitment to the final strategy and build a culture of respect.
3. Develop a structured strategy process. Create a process with enough stakeholder consultation to address the negotiables while maintaining focus on the non-negotiables. Strike a balance between gathering input and steering the overall direction. This way, you get the best of both worlds: input from your team and control over the strategy’s core direction.Remember, strategy is about making clear, impactful choices. By balancing co-creation with leadership direction, you can develop a strategy that is powerful and inclusive. So next time you feel hesitant about opening up your strategy process, remember: it’s about guiding, not surrendering.