When you’re on a strategic journey like Category creation or transformation, it’s easy to focus on the big picture: board alignment, clear roles for the leadership team, and ultimately, success in the market. However, one crucial element often gets overlooked—the team.
The Category journey isn’t just about the executives and leadership team. Everyone in the company plays a part, and their buy-in is essential for long-term success. Without that, even the most brilliant strategic plans can fall flat.
So, how do you keep your team engaged and fully invested in this journey from day one? Let’s explore how to maximize the impact of Category by ensuring your entire company is on board.
The Key to Success: Start the Conversation Early
One of the worst mistakes you can make as a leadership team is assuming that your employees will automatically understand why you’re pursuing the Category journey. Even worse? Thinking they’ll instantly agree with the strategic plan and want to fully commit.
The truth is your team won’t necessarily be on board right away. And while feedback may be slow, it’s essential to engage with your employees and solicit their thoughts, concerns, and ideas. In the worst-case scenario, you could encounter passive resistance or even active sabotage. For example, sales teams may continue to use outdated decks, or individuals may speak negatively about the plan to their colleagues.
So, what can you do to avoid these pitfalls and bring your team along for the ride?
5 Key Tips for Keeping Your Team Engaged
- Build an Internal Communications Plan from the Start To gain and maintain buy-in from your team, there must be a clear internal communications plan in place. This plan should outline how, when, and what you’ll communicate to ensure transparency and buy-in from all levels of the organization.
- Assemble a Strike Team Create a small, focused group to work with board leaders to move quickly and with confidentiality. This “strike team” can help ensure momentum and make decisions efficiently while keeping the larger organization informed at the right times. Small teams can execute faster and with more agility, and they help ensure that sensitive plans stay contained.
- Brief the Company Just Before the Big Launch Timing matters. Don’t launch a big initiative without briefing your entire company first. But be sure to hold off on public announcements until you’ve had time to lead the internal conversation. The key is to have the CEO – NOT marketing – lead the internal rollout, and to foster an “ask me anything” approach. This openness will help build trust and clarity from the get-go.
- Monitor and Engage with the “Zeds” In every organization, there will be individuals or teams who are resistant to change. We call them the “Zeds”—those who show passive-aggressive behaviour or sabotage your efforts, whether by continuing to use old materials or voicing doubts to others. Give these individuals tasks to challenge them and bring them into the process. By addressing their concerns head-on, you can often turn them into allies.
- Report on Successes and Challenges Transparency is key. Once you’ve initiated your first strike (or major move), report back to the company on both your successes and the challenges. This continuous feedback loop is important to keep the momentum going and to let the team know where things are working and where you need more engagement.
What We Learned: Maintaining Dual Communication Channels
One key takeaway is the importance of parallel communication. You need to be running internal and external communication programs at the same time. While you’re addressing your employees, remember to engage with customers and external stakeholders too.
But here’s the kicker—don’t shy away from addressing individuals who aren’t engaging with the Category process. If someone refuses to adapt, you may need to make tough decisions. Sometimes, it’s better to part ways than allow one individual to derail the entire journey.
Also, as your team moves forward, make sure everyone knows their role, but maintain confidentiality along the way. Leakage – especially of strategic details – can have a damaging effect on the impact of each “strike” you make.
Final Thoughts
The Category journey is a long one, and it requires full commitment from everyone in your organization. But with the right strategies—clear communication, engaging the right people, and addressing challenges head-on—you can keep your team fully aligned and focused on the journey ahead.