Strategic Planning: A Collaborative Approach to Aligning Your Team with Organizational Goals

When I first stepped into a leadership role reporting directly to an executive, I was introduced to something called a "Strategy Session." At the time, I was new to the role, new to the team, and, frankly, a bit overwhelmed. I remember sitting in that room, listening to seasoned leaders discuss the company’s vision and wondering: “What exactly am I supposed to do here?”

That first session was a turning point—not because I suddenly had all the answers, but because it planted a question in my mind: “Why am I not doing this with my own team?” It was clear to me that the purpose of these sessions was to translate the company’s vision into actionable plans—strategies, initiatives, and measurable outcomes that would guide our teams. But what I found most fascinating was how much effort was spent on aligning the leadership team, with little focus on how this strategy would cascade to those actually executing it.

From that moment, I decided to approach strategy differently. Rather than relying solely on top-down communication, I began involving my team from the very start. This mix of bottom-up and top-down collaboration became a cornerstone of how we planned and aligned our efforts.

I recall one particular year when I had seven new team members join at the same time—three were internal hires, already familiar with the company, and four were external hires, bringing fresh perspectives. We kicked off with a strategy session, not as a corporate formality but as a dynamic conversation. Everyone had a seat at the table, and their inputs—whether rooted in company knowledge or external experience—shaped the priorities we set.

The process was simple but powerful. We started by discussing the company’s vision: Where does the organization want to be? From there, we broke it down into actionable goals, analyzing, sizing, and prioritizing each initiative while openly addressing concerns. By the end of the session, the entire team was aligned, not just with the “what” but with the “why” and “how.” The result? Not only did we execute more effectively, but the team felt involved and valued—two elements that are critical for long-term success.

Years later, I’ve had conversations with some of those team members who shared how impactful that experience was, especially compared to environments where they weren’t included in strategic discussions. For me, that feedback reinforced a core belief: strategy isn’t just about plans—it’s about people.

Diversity and inclusion play a pivotal role in this approach. Bringing together a team with varied backgrounds, perspectives, and experiences ensures that no blind spots are left unchecked. I’ve seen how internal team members bring depth and context to discussions, while external hires challenge assumptions and introduce fresh ideas. The combination isn’t just enriching—it’s essential for innovation and growth.

These strategy sessions also provide an opportunity to foster inclusion. By creating a space where every voice is heard, concerns are addressed early, and alignment is achieved collectively, you’re not just building a strategy—you’re building trust. When people feel included in the process, they take ownership of the outcomes. This level of engagement leads to stronger execution, higher morale, and, ultimately, better results.

Leadership is about setting the tone, and strategy sessions are one of the most effective ways to do so. They’re not just about cascading a vision; they’re about creating a shared understanding of how that vision translates into daily actions.

As we prepare for the new year, I find myself returning to this principle: the power of alignment, inclusion, and collaboration. A strategy is only as strong as the team behind it, and the best strategies are those shaped by diverse perspectives and a shared commitment to success.

So, how are you involving your team in shaping strategy? Are you creating a space for collaboration and inclusion, or are you carrying the burden of alignment alone? I’d love to hear your thoughts, because strategy isn’t just a plan—it’s a conversation we all have a role in shaping.