Why Employees Aren't Committing To Your Company's Strategy

Forbes

21-05-2025

Most leaders assume that employees resist the company's strategy out of apathy or stubbornness. But the reality is far more concerning: they don't commit because they don't understand it. And if they don't understand it, they can't believe in it, let alone execute it with passion.
A Leadership IQ study found that only 15% of employees fully grasp the rationale behind their organization's strategy. That means 85% of your workforce is operating under a cloud of confusion, likely resorting to compliance rather than true commitment. And as we know from countless studies, compliance is a fragile foundation for performance.
When employees don't understand strategy, it's not necessarily because they're uninformed or disengaged. More often, it's because leadership hasn't communicated it in a way that resonates. It's easy for executives to assume that a well-crafted PowerPoint or an all-hands meeting suffices, but real understanding requires more than just broadcasting information; it demands engagement, explanation, and dialogue.
For example, if you ask employees, 'Do you understand why our strategy is what it is?' and you get blank stares or vague responses, you've got a problem. Understanding the 'what' of a strategy is different from understanding the 'why.' And without the why, there's no real belief, no real commitment, and ultimately, no real execution. Here are three critical fixes to create greater strategy buy-in.
Employees need to know how the strategy was chosen, what alternatives were considered, and why certain options were rejected. Too often, leaders skip straight to execution without explaining the thought process behind the decision. But if people don't see the logic behind a strategic shift, they'll struggle to invest in it emotionally and intellectually.
Say this: 'We considered three potential directions for growth. Here's why we ruled out X and Y and ultimately landed on Z.' Don't say this: 'We're pivoting to a new approach—just trust us.'
When employees understand the reasoning, they're more likely to trust the decision-making process, even if they don't personally agree with every detail.
Middle managers are the interpreters of your strategy. If they don't fully grasp it, they can't communicate it effectively to their teams. And worse, they might subtly—or overtly—resist it themselves.
A common pitfall is assuming that managers will automatically translate high-level strategic directives into meaningful, motivational language for their teams. But unless they've been given the tools, context, and confidence to do so, they'll struggle. This is why middle management alignment is a make-or-break moment for strategy adoption.
Before rolling out a new strategy company-wide, hold focused sessions with managers. Ask them, 'If an employee on your team asked you to explain this strategy in plain terms, could you do it?' If the answer is no, you've got more work to do.
Employees don't just want to hear the rosy side of a strategy. They want to know what challenges might arise, what trade-offs have been considered, and where the real risks lie. When leaders only present an overly optimistic view, employees become skeptical. Real trust is built through honesty.
Say this: 'This strategy isn't without risks. Here are the top challenges we foresee, and here's how we plan to mitigate them.' Don't say this: 'This is the perfect solution. No downsides.'
When employees see that a strategy is a deliberate, well-considered choice—rather than a top-down decree—they're far more likely to buy in.
Effective communication plays a crucial role in ensuring strategy adoption. Based on more than one million takers of the test 'What's Your Communication Style?', we know that there are four fundamental communication styles: Analytical, Functional, Intuitive, and Personal. Leaders who understand these styles can tailor their messaging to resonate with different audiences.
By adjusting your communication approach to match your audience's style, you increase the likelihood of real engagement and comprehension.
Once you've implemented these fixes, don't assume your work is done. Test whether your employees actually understand and believe in the strategy by asking them directly:
If employees hesitate or respond with uncertainty, it's a sign that your messaging needs refining. True strategy commitment doesn't come from blind compliance—it comes from informed belief. And when employees understand and believe in a strategy, execution follows naturally.