4 Steps to Build a Strategic Plan Your Team Will Actually Execute in 2026

As 2025 comes to a close, one of the most beneficial things any organization can do is take the opportunity to pause, reflect on the past year, and plan for success in the year ahead. Finding ways to integrate your entire organization into this process is critical for ensuring that all voices are heard and perspectives taken into account as plans are made for the upcoming year. 

This kind of strategic planning is about more than just goal setting; it’s about creating a roadmap that your entire team trusts and actively participates in executing. In this blog, we share our insights on reflecting, planning, and involving your team in your organization’s strategic planning for 2026 and beyond.

1. Start with Honest Reflection

Before looking ahead, take stock of where you’ve been. Consider everything that happened this year. For some, this year has been a real challenge, marked by significant economic concerns and the new administration’s cuts to funding and jobs for thousands of Americans. Other organizations may have finally achieved the success they’ve been working toward for years. Regardless of how this year impacted your business, taking the time to reflect on the past is a powerful way to acknowledge the triumphs and struggles and to make plans for the future.

A key part of this overall reflection is making space for your team to share their perspectives through structured feedback sessions. Your employees are your frontline and often have insights that executive-level reporting misses. They see daily friction points, hear client concerns firsthand, and understand which processes truly work versus those that seem effective only on paper.

Use this feedback to document both successes and failures equally. For example:

• If your organization implemented a new retention program that exceeded expectations this year, capture what made it work so you can replicate it.
• Or if you tried to create a referral bonus program, but it struggled to gain traction, identify what barriers prevented its success, and consider these factors for next year.

This kind of honest reflection is key to building success in future years.

2. Engage Your Team in Strategic Thinking

One of the biggest mistakes leaders make is planning in isolation. Your team members bring diverse perspectives, specialized expertise, and crucial on-the-ground insights that improve strategic decisions. More importantly, people support what they help create.

Start with psychological safety. Make it clear that honest input is valued, even if it challenges existing approaches, and create structured opportunities for participation through facilitated workshops, cross-functional working groups, and individual consultation sessions.

Another great way to involve your team is to ask them to identify emerging trends they’re seeing, such as:

• Are specific skills becoming harder to find?
• Are employee expectations shifting?
• What technology gaps are creating inefficiencies?

These insights often reveal strategic opportunities that data alone might miss. While giving everyone a voice is essential, be strategic about how you gather input and how this feedback is utilized in the planning for the upcoming year.

3. Transform Input into Action

The true value of collecting feedback lies in transforming it into actionable insights and strategies. As you use the input from your organization to plan for 2026, it’s beneficial to look for patterns in team input and connect them to your business objectives.

For example, if multiple team members highlight challenges with your current performance management system, and business leaders are pushing for better talent development, you’ve identified a strategic priority.

When you finalize your strategic plan, demonstrate to your team how their insights have shaped specific initiatives. This transparency builds trust and reinforces that their participation matters and will be taken seriously. It’s equally important to ensure that every team member understands their role in executing the strategy. Vague goals like “improve employee engagement” become meaningful when each person knows their specific contribution, whether that’s redesigning onboarding, implementing stay interviews, or launching recognition programs.

4. Build in Ongoing Engagement

Strategic planning shouldn’t be a once-a-year activity. Create regular touchpoints throughout the year where your team can provide input on progress, suggest adjustments, and identify new challenges or opportunities. For many organizations, establishing quarterly strategy reviews is beneficial, as they assess progress against goals and discuss what’s working and what needs adjustment.

Celebrate wins along the way, both big and small. When your retention numbers improve or a new program gets positive feedback, recognize the team members who made it happen. This reinforcement strengthens the connection between strategic planning and genuine, meaningful results.

Final Thoughts

The most successful leaders understand that strategic planning is both an analytical and collaborative process. By combining data-driven insights with team expertise and ensuring everyone has a voice in shaping the future, you create strategies that are both solid and executable.

As you begin your year-end planning process, remember that the goal isn’t just to create a document—it’s to build a shared vision that energizes your team and drives real business impact. When your people help create the strategy, they become its most committed champions.

Start your reflection process now. Gather your data, schedule those team conversations, and prepare to turn insights into action. Your future success depends not just on what you plan, but on how you plan together. If you have any questions about strategic planning, our team is here to help. Contact us at info@bergerhrsolutions.com or 410-695-9888 to learn more about our services.