3 Ways to Get the Right People and Craft a Strategy That Actually Works

We've all heard experts say, "Get the right people in the room" when it comes to building a strategy. But what does that even mean? Vague advice like this isn’t helpful unless we dig deeper. Who are these people, why do they matter, and how do we leverage their insights effectively? Without clarity on this, we risk missing essential voices or creating a strategy that lacks focus.

Three-time retail CEO Mike Edwards knew that a winning strategy could never be built in isolation. He knew it required input and ownership across the organization. When it came time to create a new plan, Mike ensured people from every level were involved—from Senior VPs to directors, and even managers. “I’d have everyone in there, from Senior VP to director, and sometimes even a manager who was an individual contributor,” he said. These team members weren't just listeners. They actively shaped the direction of the plan and became champions within their departments.

Mike called these individuals "ambassadors" of the strategy—people who believed in the plan because they helped create it. They didn’t just nod along. They shaped, advocated for, and were invested in the direction of the company. By involving them, Mike sparked enthusiasm and alignment long before the strategy was formally rolled out.

For Mike, building the strategy was also a form of team building. He believed that the collaborative energy formed during planning directly translated to smoother execution later on. This shared purpose became the bedrock of commitment and clarity that helped the strategy stick.

So, what does it mean to get the right people in the room? Here are three key objectives:

1. Build a Comprehensive Strategy

Involve a diverse group of experts. The goal is to create a plan that’s thorough and well-rounded. Start by asking yourself, Which functional areas will this strategy impact most? Bring in leaders from these areas to contribute their insights.

2. Gain Alignment and Commitment

A strategy crafted in a vacuum rarely succeeds. Include leaders who are in a position to champion the strategy within their teams. Their buy-in is essential to translate high-level plans into concrete, actionable steps.

3. Create Advocates and Ambassadors

Identify individuals who can become internal champions for the strategy. You want natural influencers—people who are respected by their peers and can generate excitement and confidence in the plan.

Having the right people isn't just about titles; it's about voices, perspectives, and enthusiasm. By being intentional about who you involve and when you involve them, you can set your strategy on the path to success—from conception to execution.

Bringing People in at the Right Time

And strategy development and execution doesn't happen in a single event. Think of involvement as phased, with the right people brought in at each stage:

• Initial Creation: Start with a core team of functional leaders to set the high-level direction.

• Feedback Loop: Broaden the group to include informal influencers who can catch potential issues.

• Broader Communication: Before execution, involve managers and team leaders to prepare them for the day-to-day work of bringing the strategy to life.

By being thoughtful about every phase, you’re ensuring alignment and building a sense of ownership throughout the organization.

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This post is an based on a chapter from my upcoming book, a practical handbook for executing strategy from an operator’s point of view. Drawing on decades of real-world experience, it’s designed to help leaders turn strategy into action through clear, actionable steps. Stay tuned for more insights and updates as we get closer to launch!