Derrell Bryant

Manage Discussion by Derrell Bryant

Reply from Derrell Bryant

You know, it's always struck me as ironic: we pour time, money, and brainpower into crafting these elaborate strategic plans and then what? They gather dust in a binder or float around in someone's inbox. Harrison (2001) hits the nail on the head when he says that the value of a strategic plan doesn't lie in its creation alone it's in how well that plan is communicated and embedded into the organization's daily operations.

In healthcare, where stakes are incredibly high and change is constant, that communication piece is mission-critical. But what does that really look like in practice? I'd argue a strong strategic presentation hinges on three things: purpose, personalization, and repetition.

First, we've got to start with purpose why the plan exists. Without a compelling "why," most staff will zone out or dismiss it as more corporate noise. A good strategic presentation tells a story: what challenge are we facing, what future are we aiming for, and how does this plan get us there? When we connect the strategy to real-life implications better patient outcomes, smoother workflows, even job stability it begins to resonate (Harrison, 2001).

Second, we have to tailor the message. The way you talk to frontline nurses shouldn't be the same way you address the C-suite. That might seem obvious, but you'd be surprised how often a one-size-fits-all approach is taken. I recently read a piece by Jackson (2022) where he emphasized that employees are more likely to engage with strategy when it feels relevant to their day-to-day roles. Totally agree. When people see themselves in the strategy, they're far more likely to act on it.

And lastly, repetition matters a lot. One-and-done communication doesn't cut it. We need a drumbeat: town halls, department meetings, dashboards, even casual check-ins. McCormack et al. (2013) suggest that layered communication strategies visuals, stories, written briefs improve comprehension and buy-in across diverse staff groups.

If I had to pick the three most crucial moments to communicate a strategic plan effectively, I'd say: (1) early-stage stakeholder involvement, because people support what they help shape; (2) rollout meetings that link big-picture goals to unit-level actions; and (3) follow-up sessions that show progress and invite feedback. These aren't just communication checkpoints they're trust-building opportunities.

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