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Want to learn more? Take a deep dive…

Edin, P., Lingqvist, O., & Tamsons, A. (2012, July 26). The best sales leaders are trend hunters.
Harvard Business Review Blog Network.
Howes, L. (2012, December 11). 7 Steps to become an authority in your industry. Entrepreneur.

Straub, M. (2013, April 9). Does your business stand out in the marketplace? The Business Times.

7. Think strategy is a waste of time? Recognize the value of strategy. Some reject strategic work.
They avoid it. They say they’d rather be doing something useful, like solving today’s problems. That
they’ve never seen a plan actually happen as projected anyway. While it’s true that most strategic
plans don’t materialize as planned, that doesn’t mean it was a wasted effort. A good strategy leads to
practical decisions about what to do, who to hire, how to allocate funds and deploy resources. If you
have doubts about whether to go ahead with a project, ask: Is this in line with our strategy? If you’re
wondering which option to choose, ask: Which best aligns with our key priorities? If your team is
losing steam, ask: How will what we’re doing now position us well for the future? A good strategy
energizes people to move in the same direction. It makes choices clear and leads to less wasted
effort.

8. Looking for certainty? Embrace the unknown. Strategic planning is one of the most uncertain
things leaders do. It’s speculating on the near-unknown. It requires projections into foggy landscapes.
It requires making assumptions about unfamiliar terrain. Many are uncomfortable making statements
they can’t back up with facts. Uncomfortable committing resources when there’s no money-back
guarantee. All adventures come with potential risks and rewards. Most strategies can be challenged
and questioned. If you are questioned, think of it as a good thing. Questions from others are really
opportunities to further vet your strategic direction. Questions raise issues you may not have thought
of and likely yield a sounder approach as a result.

9. Consumed with daily demands? Make room for strategic priorities. Burning issues require
attention. It wouldn’t be wise to ignore important demands of the day. Neither would it be wise to
avoid what will matter most in the long run. You need to strike the right balance. Talk with colleagues
to be sure you agree on what projects are mission critical vs. important vs. nice to have. If your team
is engaged in activities that don’t drive the strategy forward, make the case for discontinuing them.
Create a culture of questioning. If people can’t justify why something is important, they should
question why it’s on their plate. Reserve “thinking time” on your calendar to weed out distractions and
make strategic adjustments.

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