Strategic planning fatigue is one of the least-discussed problems in insurance leadership. Somewhere around the third year of annual offsites that produce beautifully formatted slide decks and modest execution, the organization starts going through the motions.
The fix is rarely a new planning framework. It is an honest accounting of why last year's plan did not fully land. Were the goals too ambitious? Were resources not aligned? Did accountability structures exist? Answering those questions in the open, before setting new goals, changes the energy in the room.
The best strategic sessions I have been part of spent the first hour reviewing what was said a year ago and grading it honestly. That discipline alone -- taking strategy seriously enough to hold it accountable -- tends to produce better plans than any new methodology.
Strategy is only as good as the execution culture beneath it. Planning sessions that acknowledge that truth tend to produce plans that honor it.
Before you design this year's strategic planning session, ask your team what would make them trust this year's plan more than last year's. The answers will tell you what to fix.
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