OCTOBER 2020HR TECH OUTLOOK 19CREATING A STRATEGIC VISION AMID AN UNCLEAR FUTURERebecca Tooley, M.S.Ed., CPT, Vice President, Corporate Learning & Talent Strategy, Swift TransportationByAs we kick off 2020, most leaders are tasked with implementing new and improved strategic plans, Key Performance Indicators (KPIs), financial goals, and the like in order to support and execute on the broader goals of our respective organizations. Naturally, we break down those higher-level goals and create alignment based on our work, line of business, or organizational impact to the bottom line in order to make those goals meaningful. Sounds pretty simple. But what happens when there is no alignment?What happens when for example, you work in a non-revenue generating department such as Human Resources or Learning & Development, and the important work you and your teams do each and every day becomes more and more difficult to tie to a corporate goal? Or better yet, what if the organization you work for hasn't articulated a clear vision or goals?The long and short of it is: It doesn't matter. Sure, it may be important to you as a business leader to gain insights and context correlating contribution to organizational performance, but there is absolutely no reason leaders can't create their own meaningful data points, key deliverables, and strategic vision absent a larger one. Creating a strategy begins with understanding why the work you do matters. It starts with articulating what that work means to your employees and your customers ­ no one should be able to articulate that better than you. Leaders can face uncertainty when companies shift direction, offer new products, and diversify services, which can feel a bit like trying to aim for a bullseye during an earthquake. However, even amid an unclear future, leaders can begin to create even the simplest of strategies. While your executive team may appreciate and find value in your work, they may not be asking you about metrics in CXOInsights
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