Think of the forests that would be standing today if not for weighty strategic plans — you know, those tomes that come from months of time consuming effort, the result of which is so thickly detailed that some poor soul is likely to strain a muscle lifting its numerous pages onto a shelf . . . where it will sit collecting dust until a few years down the road when the process starts all over again. Save the tree.

I absolutely believe that good strategy is critical for organizational success. I also happen to believe that most strategic plans are outdated before they ever hit said shelf (and they stay on the shelf for that very reason) because they are built around a specific set of variables that can change at the drop of a hat. So if strategy is critical, but strategic plans don’t work, what is a leader to do? Frame it.

A strategic framework identifies a few (like two or three) main areas of focus and a small number of indicators of success. That’s it. It identifies what you are working toward, and how you will know when you get there, but does not define (plan) the how. That happens along the way. Yes, I realize a number of readers who really like black and white details just started twitching. Hang with me . . .

A strategic framework applies the concept of emergent strategy, where ongoing observation, reflection and feedback enable leaders to adapt their actions as needed in response to changing variables to most effectively reach the intended goal. Re-read that sentence. You’ve got to admit, it really does make a lot of sense. Things are going to change on the way to your vision, so why would you want to put huge amounts of time into developing a plan that acts like they won’t?

In addition, the brevity of a strategic framework allows for much greater clarity of focus. How much easier is it for your staff to remember two key areas of focus than it is to remember a 47 point plan? How much more powerful is a targeted one page document than a ream of objectives, tactics and additional sub-points. Which do you think is going to excite your staff, and make them want to get on board with where you’re going?

Don’t be fooled. A boiled down, targeted framework takes effort to develop. Clarity of focus, simply stated, takes discipline, it is hard to achieve . . . It is also powerful, and motivating, and provides the direction staff need to continually adapt to a volatile environment and still reach the end goal.

The strategy is simple. Ditch the plan, save a tree, identify your destination . . . And frame it.