Strategic documents should serve as a guiding star for the organization—a clear roadmap that aligns everyone towards the same direction. However, too often we see strategy plans written in unnecessarily complex language, making them inaccessible and impractical for employees. Why does this happen? And what can we, as leaders, do to ensure our strategies are not only understood but also effectively implemented?
Why Do Strategy Documents Often Become Complex and Inaccessible?
Language as a Marker of Power and Status
Many leaders tend to use complex language and jargon in strategy documents to demonstrate competence and authority. This can be an unconscious way to maintain power by signaling that strategic decisions belong to the «elite» within the organization. However, if the language becomes too technical and abstract, the documents lose their true purpose: to communicate a clear direction for the company.
A leader might describe a simple goal as: «Optimization of process flow to enhance the organization’s operational efficiency through synergistic initiatives.» Not exactly straightforward, right? This could just as easily be written as: «We streamline our processes to work faster and collaborate better.»
Fear of Simplification
It may seem paradoxical, but many leaders fear that simplifying content means undercommunicating the complexity of their work. They believe that detailed, technical language lends greater credibility. But the truth is, clarity and precision are often more challenging than complexity. The clearer we can communicate, the greater the likelihood that our teams will understand what we aim to achieve and how they can contribute.
Lack of Understanding of the Audience’s Perspective
When writing strategy documents, leaders often think about what sounds impressive in the boardroom rather than how the document will be received by those who would actually implement it. If the language is too technical or abstract, we risk losing connection with employees. Ultimately, these documents can turn into paper tigers—formally impressive but practically useless.
How Can We, as Leaders, Avoid These Pitfalls?
Use Clear, Action-Oriented Language
A strategy that is not understood will not be executed. Instead of using complicated jargon, we should choose language that is simple, concrete, and direct. This means framing goals and actions in a way that everyone can understand, regardless of their role, department, or level of responsibility.
«We do this, this way, to achieve that.»
This, like this, because
Adopt the structure: «We do this, in this way, to achieve that.» This helps maintain focus on specific actions and expected results.
Instead of saying: «Implementing optimized operational paradigms to ensure competitiveness,» try: «We improve our work processes so that we can deliver faster and better to our customers.»
Be Clear About Why the Strategy Matters
People are usually more motivated when they understand why they are doing something. Clearly explain why the strategic goals are important and how they will positively impact the organization. This helps employees see their role in the bigger picture and increases engagement in executing the strategy.
Create Space for Feedback and Dialogue
Strategy should not be a monologue from top management, but rather a dialogue with the entire organization. When employees are involved in the creation and interpretation of strategic documents, they feel ownership and responsibility. This can be achieved through workshops, or smaller group discussions to review and adjust the strategy based on feedback.
Test Comprehension
Test the strategy on a few employees outside the management team before rolling it out. If they do not immediately understand what the document asks them to do, it may be an indication that the language needs simplification. This can also help identify areas that require further clarification.
Practical Steps for Writing Better Strategy Documents
Start with a Clear Overview
Create an introduction that clearly summarizes the main objectives, why they matter, and what is expected of teams. Think of this as an «elevator pitch» for your strategy.
Use Headings and Bullet Points
By using headings and bullet points, we can break down the content to make it more readable and organized. This makes it easier for employees to find information quickly and understand what is important.
Maintain an Action-Focused Approach
The strategy must be accompanied by a concrete action plan. For each strategic objective, describe specific actions to be taken, responsible individuals, and timelines. This makes the strategy actionable and gives employees a clear understanding of what is expected of them.
Leadership Through Clarity
Strategic documents are not just plans on paper—they are tools for action and change. By making strategy accessible and choosing clear language, we give our organization a better chance of success. By focusing on understanding, engagement, and action, we can ensure that strategy documents are not only read but also used to create real progress.
TL;DR:
Strategic documents are often written in complex language, distancing employees and reducing understanding of what needs to be done. This happens because leaders want to demonstrate authority, undervalue the benefits of simplification, or fail to consider the needs of their audience. To avoid this, we should use clear, action-oriented language, explain why the strategy matters, involve employees in the process, and ensure the strategy is understandable for everyone responsible for executing it.
