206 50 TOPEXECUTIVECOACHES

similar, this makes the operation smoother internally while reducing the
chances for external success. In other words, conf licts in point of view are
not a bad thing—in fact, conf licts are one of the elements I measure from
the first day.
Measurement is a key theme overall. Months or years down the line, as
scenarios start coming true or, conversely, begin to diverge from what’s been
imagined, the organization’s strategy needs to be revisited. The metrics are
there to evaluate the strategy so that the team can judge progress periodi-
cally and stay motivated, united, and on track.
The process of engaging the management group as a team, making sense
oftheir strategy issues, encouraging buy-in from those diverse perspectives,
and figuring out the best implementation path can create a tremendous sense
ofenergy. That wonderful happy feeling won’t last forever, though. As soon
as reality hits, optimism and focus can quickly be lost. To adequately prepare
the organization for the future, the strategy implementation coach must
stimulate senior managers with the possibilities for conducting new ways of
doing business. I try to make it fun for everyone involved because it won’t al-
ways be fun in the marketplace. If it’s not an interesting journey, nobody
will want to join.