What is the most strategic decision that you have made in the last 60 days, personally or professionally? When you look at the decision or decisions you selected, why did you consider it a strategic decision?
Have you ever ask the executive team for more resources or a bigger investment and came away empty handed? All too often the presenters, with legitimate needs, were talking about small rocks.
Understanding what is essential and having the courage to act on it is what separates true leaders from clones in the crowd.
How do you ensure that your team, and your organization, run through the true finish line?
Strategy that focuses on helping customers, creating value, or enabling people do something better or different than they did it before, is a solid foundation for an emotionally compelling strategy.
Leadership teams fall short of their strategic ambitions, in many instances, because they settle for strategy authorship, rather than strategic ownership. Just because a leadership team has created strategy (authorship) does not mean they and the organization own it.