In most instances, the disconnect happens because strategic planning was not taken seriously. Often, legislative and regulatory objectives were not aligned with shifting organizational goals and objectives, and actions were taken in the absence of sufficient collaboration. That is Leadership Failure 101.
Many government affairs leaders come from cultures and environments (i.e., Congress and the Administration) where strategic planning is, unfortunately, not seen as relevant in dealing with one-year budget cycles and two-year legislative sessions. Recently, I described to a group of government affairs professionals the strategic planning process I undertook as the staff director of a congressional committee more than a decade ago, and how it helped to keep me focused on what was important. Some in the group expressed surprise that a strategic plan would even be relevant to the work of this particular committee.
It is also not unusual for government affairs professionals to confuse strategic planning with performance planning. While the two are directly connected, they serve different objectives. Strategic plans have a long-term focus, with a mission statement that articulates the leader’s values. They include goals and priorities that are tied to those of the organization, and strategies for achieving success.
In contrast, performance plans contain short-term goals that are tied directly to the individual. They are a human resources exercise that seeks to measure individual performance, and ensure the development of competencies that reflect the knowledge and skills necessary for success. A performance plan should flow directly from a strategic plan. If a strategic plan is done poorly, or not at all, it creates confusion, mistrust, and a general sense that one’s efforts are not fully appreciated.
Government affairs leaders today face unique challenges, particularly in large organizations. They’re role is ubiquitous, and they must have technical expertise, broad knowledge of their industry and the public policies that impact it, and a detailed understanding of their stakeholders’ business models and strategies. As a result, their strategic planning process must be comprehensive, thorough and serious.
Among other things, a government affairs strategic plan must:
- create alignment with the organization’s goals and objectives, not only at the top, but laterally and vertically;
- create alignment with individual performance goals and objectives;
- have buy-in among all stakeholders, not just those at the top;
- create positive action and measureable outcomes (in other words, it must be realistic, not aspirational);
- be honest about deliverables;
- take account of the organization’s risk culture;
- articulate a compelling value proposition;
- reflect one’s desired status as a leader; and
- allow others to share in the plan’s success.
About the Author
Vincent Randazzo is
Principal and Founder of Capitol Knowledge, LLC, a government affairs and
leadership development consulting firm. He
is a certified executive
leadership coach, having completed an International Coach Federation-certified professional training program
in Leadership Coaching for Organizational Performance. Vince
has more than 30 years of extensive
professional, managerial and executive leadership experience in government,
business and public policy.
Great article. Every year the Speakers office would update its strategic plan, set goals, and follow through.
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