From Cascading to Collaborative Business Objectives

In my years as a corporate leader, there seemed to be an emphasis on simply cascading business objectives. Not sharing the rationale or purpose behind them. Not describing the big picture. It was cut and dried. Hit this metric, meet this goal, mark it off the list.

Over time, organizations discovered that approach might have been efficient, but it certainly wasn’t effective. Today’s employees really want the larger context that can give them a deeper connection to their work.

Exceptional leaders provide that translation. They know how to artfully link the corporate vision and goals to the team’s roles and responsibilities. They can bring the vision to life, so each employee feels like an active participant with “skin in the game.” Leaders who can do that are invaluable.

So how can you be one of them? The solution is moving from merely cascading information to genuinely engaging your employees in the process. Here are five strategies you can use to make that happen:

1. Share the Rationale and Engage With Transparency

Practice transparent communication and consistently share the rationale behind corporate objectives. When you explain the “why,” you can prompt your team members to think about how to contribute in a more meaningful way. Highlight other options that were considered and why they were not chosen, showcasing a thoughtful decision-making process.

Give your employees time to ask candid questions and respond in a straightforward way. Acknowledge any apprehensions or questions they may have, and address their concerns. These conversations inevitably create immense value.

2. Show How Objectives Are Achievable: Inspire Confidence and Action

Next, help your employees understand that the objectives are doable. They may feel overwhelmed if a goal sounds overly ambitious or vague. Mention a similar initiative they successfully tackled in the past through ingenuity and commitment. Or, ask your team members to share some of their own examples of strategies they’ve used before that might align with a particular objective or initiative. These discussions will give them a boost of confidence moving forward.

3. Connect the Dots

Clearly illustrate how the strategies connect to the daily tasks and overall contributions of your employees. Linking those together provides an excellent context for them to see how their roles are relevant in reaching the objectives. I recognize this is easier said than done in some cases, but if you keep reading, you’ll see in my example below how you can facilitate this discovery.

4. Encourage Input

Foster an environment where employees feel comfortable sharing their thoughts and providing feedback. When they feel as though their input is valued, they have an incentive to participate at a higher level and take more ownership of the outcomes.

5. Check for Understanding

Regularly verify that employees are clear about the strategy and objectives. Use surveys, meetings, and informal check-ins to gauge comprehension and buy-in.

Bringing These Strategies to Life

I’ve seen a great example of this process from my experience working with a local nonprofit that is committed to ending youth homelessness. Based on its research, the organization had started making several strategic changes, including:

• Working to combat the problems associated with finding affordable housing
• Positioning themselves to respond proactively to an anticipated decrease in federal and local funding
• Striving to reduce redundancies within the organization to gain service efficiencies

The leaders of this non-profit wanted to clearly communicate these new strategies to ensure long-term sustainability, as well as getting new and existing employees to fully buy in to their legacy mission.

To bring these strategies to life, the nonprofit gathered all the employees together for something they called “Mission Day.” At this thoughtfully planned event, the CEO began by painting a vivid picture of the future, explaining why the new strategic direction was necessary. Then, five staff members (from different business units) shared personal stories about how the strategic initiatives had impacted or would impact their work, giving the message authenticity. This was followed by breakout group activities that allowed employees to reflect on their connection to the strategic initiatives, welcoming feedback and discussion.

At the close of “Mission Day,” attendees were asked some targeted questions to assess their perceptions of the presentation material:

• “What are your main takeaways from the information that was just shared?”
• “How does this relate specifically to the tasks you do every day?”
• “What opportunities does this create for you?”
• “Do you have any questions or concerns about this direction?”

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The result? Everyone walked away with a crystal-clear picture of the mission, the business objectives, and where they fit in. The strategies and initiatives were not just a top-down directive but a shared journey, embraced by all.

As this example shows, it takes more than a single announcement to truly get your employees engaged in your company’s evolution. But if leaders take the time to paint a vivid picture, reinforce the message consistently, and foster open dialogue, they can significantly expand their impact and generate unprecedented buy-in from their teams.

What are some other ways leaders can engage employees in their company’s evolution and help them understand their role in the process?

Until next time,

Sara