What if They’re Right?
We’ve all encountered them. The executive who immediately points out why the new initiative won’t work. We’ve all encountered them. The team member who always seems to have “just one more” concern. The family member who responds to your dream vacation with a list of objections. After a while, it’s tempting to label these people as negative, resistant, difficult—or simply “Debbie (or Dave) Downer.” Over the past few months, I’ve been traveling quite a bit. Whether I’m sitting in a boardroom, facilitating a leadership workshop, or sitting around a kitchen table with family and friends, I keep hearing versions of the same frustration: “Why don’t they just get on board?” “Why do they always have to point out what’s wrong?” “Why can’t they get excited about the idea and jump in?” No matter where I go in the world, people with ideas to make things work better seem to be wrestling with the same dynamic. And it has me wondering whether many of us have been looking at these individuals the wrong way. What if they aren’t trying to derail our ideas? What if they’re actually helping us see risk in a new way? One of the concepts I explore in Fast Track Your Big Idea! is the idea of risk fingerprints. Just as no two people have identical fingerprints, no two people perceive and respond to risk in exactly the same way. Some people naturally move quickly toward possibilities and action. Others instinctively scan for obstacles, unintended consequences, or implementation challenges. Some need more information before committing, while others want to make sure that their relationships, reputation, values, autonomy, or workload won’t be compromised. Neither perspective is inherently right or wrong. What’s fascinating is that it’s not just individuals who have risk fingerprints. Families, teams—and heck, entire organizations—develop shared patterns around how they perceive and engage with risk. Problems arise when people with very different risk fingerprints try to drive a new strategy forward without recognizing those differences. A big idea only succeeds if the right people take action. But when people are asked to do something new, their brains naturally assess the risks involved and attempt to protect them. The people you see as “pushing back” may not be resisting your idea. They may simply be protecting something they value. A few months ago, I was facilitating a discussion with senior leaders. One executive was starting to be perceived as the “Debbie Downer” in the room. Every time the new strategy was discussed, she raised concerns, and the eye rolls around the table were starting to be unmistakable. But as I unpacked her objections, it became clear that she wasn’t resisting the strategy at all—in fact, she loved it! But she understood something the rest of the leadership team didn’t want to hear: a critical customer-facing department simply lacked the capacity to execute the proposed volume. By creating space for this leader to openly discuss the risks and surface the issue early, the leadership team was able to adjust staffing and timelines before launch and avoid a customer-satisfaction nightmare. What initially looked like resistance turned out to be valuable intelligence. Why Pushback Matters When people see risks but don’t feel comfortable discussing them openly, their concerns don’t disappear. They go underground. People nod silently in meetings but share their concerns later in hallways, cubicles, or around the dinner table. Anxiety rises. People hesitate. Decisions slow. Leaders often mistake silence for agreement. Eventually, however, they get blindsided by the concerns and resistance that had been there all along. I’ve come to believe that not talking about risk is risky. The healthiest teams I’ve worked with make conversations about risk a normal part of their rhythm. They create space for people to challenge assumptions, surface observations, and discuss possible unintended consequences without fear of being labeled negative or disloyal. Leaders often worry that conversations about risk will slow progress. In my experience, they do exactly the opposite. When people feel heard, anxiety decreases. Trust increases. Decisions happen faster. Teams adapt more quickly because concerns surface before they become barriers. People are also more willing to propose alternative approaches and identify new windows of opportunity. Why does this matter now? Because the challenges leaders face are becoming increasingly complex. It takes courage to lead in the face of uncertainty. But I believe it also takes courage to listen. Too often, leaders surround themselves with people who think the way they do. Yet in a complex world, we actually need more diverse perspectives—including those who see risks that others may miss. The goal isn’t to eliminate differences in how we see risk. The goal is to leverage them. Questions to Ask When You Feel “Pushback” The next time someone objects to your idea, get curious. Consider: Of course, getting stuck in endless analysis isn’t productive. Teams still need to make decisions without having perfect answers. In many situations, “minimum viable” answers will allow organizations to move faster, learn quickly, and adapt. But dismissing every skeptic as “Debbie or Dave Downer” may cause leaders to overlook information their strategy desperately needs if they want their big idea to stick. A Challenge: Get Curious The next time you truly want people to take action with you, stop and ask: “What risks or concerns haven’t we discussed yet that we should?” Then really listen. You may discover that the person you were most tempted to dismiss is providing the very insight your team needs most. I’d love to hear your experience. Has someone you initially viewed as resistant ultimately helped you avoid a problem down the road? -—Susan P.S. If you’re wrestling with a new initiative, check out my new book, Fast Track Your Big Idea! Navigate Risk, Move People to Action, and Avoid Your Strategy Going Off Course. There are over 20+ practical tools you can apply immediately. This article is part of my “Fast Track Insights” newsletter, providing practical ideas whether you are driving a new strategy or getting one back on track.
What a 17-hour flight reminded me about strategy
It hit me somewhere over the Pacific, on one of the longest flights in the world, from San Francisco to Singapore. Somewhere between the bad coffee, movie binging, and unsuccessfully trying to sleep sitting upright on a 17-hour flight, one thing kept standing out to me: Big journeys never go exactly as planned. The flight crew certainly doesn’t expect it. They are fully prepared for weather changes, mechanical issues, unexpected air traffic control delays, and an endless variety of passenger drama. Their systems are built around monitoring and recalibrating, not assuming the original plan will unfold perfectly. Yet in organizations, we often expect the opposite. We define a strategy, announce the vision, rally the team… and then act as though changing course means something must be wrong. Some even get defensive. But adapting isn’t failure. It’s a practical recognition that risk doesn’t disappear once the strategy launches. Conditions change. People react differently. New information shows up. That’s why adaptive teams matter so much. They can adjust and change without losing momentum, trust, or sight of the goal. One of the greatest benefits of building adaptive teams is this: Disruptions stop feeling like crises and start to feel like signals. Signals to pay attention, to talk openly, to adapt before small issues become major problems. Healthy teams make space for conversations like: • What are we learning? • Which assumptions may no longer be valid? • What needs to change before small issues become bigger ones? People handle uncertainty remarkably well when they are encouraged to anticipate challenges and be ready to adapt. That’s true on airplanes. And it’s true in organizations, too. So if you’re leading people toward a big new destination right now, the question isn’t: “How do we avoid disruption?” Instead, the better question may be: “Are we building a team that can quickly adapt?’’ Big ideas are not built upon “perfect” strategies. They’re built by teams that know how to adapt when disruption inevitably shows up. -—Susan P.S. If you’re wrestling with a new initiative, check out my new book, Fast Track Your Big Idea! Navigate Risk, Move People to Action, and Avoid Your Strategy Going Off Course. There are over 20+ practical tools you can apply immediately. This article is part of my “Fast Track Insights” newsletter, providing practical ideas whether you are driving a new strategy or getting one back on track. I want to help you avoid common mistakes. Subscribe to receive practical insights once or twice a month.
We Agreed: Hustle Isn’t the Problem. It’s How You Navigate Risk.
Who am I to go to Africa and talk about risk? I landed in Kenya to launch my book, Fast Track Your Big Idea! Navigate Risk, Move People to Action, and Avoid Your Strategy Going Off Course. I was there to meet committed, purpose-driven entrepreneurs from all over Africa who want to build the right way: Grounded in integrity. Guided by faith. Focused on making a sustainable impact. But here’s what struck me as soon as I arrived: I met with energetic entrepreneurs building new businesses, and established business leaders striving to scale. From retail to tech, financial services to farming. Leaders of schools. Founders of nonprofits. I met with men and women who were on a mission to make an impact. Some had stumbled, but kept going anyway. And yet many of these leaders were frustrated: really great ideas were moving too slowly—or not sticking at all. The issue wasn’t a lack of hustle. If anything, there was an abundance of it! The real issue was this: There’s a difference between a hustle mindset and a strategic mindset. A hustle mindset says: Hustle creates energy. Hustle gets things started. But it also creates an unending cycle: Launch → Push → Stall → Pivot → Repeat. Hustle consumes a lot of energy and resources. And it doesn’t guarantee your idea will stick. Adopting a strategic mindset to navigate risk helps you do something many leaders skip: Because here’s the reality most leaders underestimate: No matter how brilliant your idea is, you cannot accomplish it alone. Every strategy depends on people taking action. And those people are going to have to take risks too: Time. Reputation. Resources. Relationships. Trust. And here’s where most strategies break down: The people you need to take action… don’t. Not because they don’t care. Not because they lack faith. But because they don’t see and engage with risk the same way you do. What feels like a great opportunity to you can be confusing or even dangerous to them. Not worth the risk. So they hesitate to act. And when they do, your strategy slows down—or stalls completely. Hustle won’t fix this. But applying a systematic process to navigate risk will help your big idea stick over time. Before you just push harder on your next big idea, do this: That’s how ideas move from motion to traction. From hustle to momentum. Start by openly talking about the risks. For ideas to move your strategy forward faster, got to fasttrackyourbigidea.com. I share over 20 tools and real-world strategies to help leaders navigate risk, engage their teams earlier, reduce resistance, and build alignment before it’s too late. This article is part of my newsletter, “Fast Track Insights”, providing practical ideas whether you are driving a new strategy or getting one back on track. I want to help you avoid common mistakes. Subscribe+ above to receive practical insights once or twice a month.
Are You Launching a New Strategy? Or Running on Fumes?
Ever launched a major initiative and then wondered why nothing actually changed? It’s like realizing halfway through a road trip that you’re running on fumes. You’ve got a destination. A plan. Momentum. But no one checked the tank. The Fuel Gap: Why It Happens Let’s be clear—this doesn’t happen because leaders are lazy. It happens because we often underestimate the fuel required to move people to action. The people side of risk is one of the most common—and costly—failure points when executing a strategy. Leaders experience their bold new strategy as clarity. Unfortunately, others often experience it as a disruption. By the time you announce your big plan, you’ve lived with it for months—testing assumptions, debating trade-offs, imagining success. But your team, your customers and your partners are hearing it for the first time. At mile marker zero. And unless you stop to fill their tanks with context, clarity, and connection—your launch is going to stall. The Consequences? They’re Real. When people don’t understand the implications of a new strategy from their own vantage point, they hesitate. They nod in the meeting and disengage after. They delay decisions. They second-guess the direction. Collaboration stalls. Talent leaves. The strategy sputters. This isn’t resistance. It’s not sabotage. It’s survival mode. People revert to what they know when they don’t feel ready for what’s next I saw this play out in a strategic pivot. Leaders unveiled their bold new direction. The launch event was high energy—clear slides, confident messaging, and a strong call to action. Employees heard: This changes what success looks like—and I don’t yet know how I fit. Customers and partners worried: Where exactly is this going? Can they deliver? Momentum evaporated. The issue wasn’t a bad strategy. It was the risk it created for the very people expected to be part of it. Why Do Leaders Keep Skipping the Fuel Stop? Here’s the paradox: What feels like progress at the top often feels like a loss of competence, status, or control to others. Leaders like to make big announcements. Move fast. Push ahead. It feels like progress. But speed without alignment is a mirage And skipping the hard work of bringing people along might feel efficient—until the strategy starts sputtering six months later and you’re managing delays, confusion, and distrust. The Better Move? Fill the Tank First. The faster the strategy, the higher the people-side of risk. And the more deliberately you must focus on fueling up. Before you ask people to drive forward, fill their tank: And—don’t skip this—allow time to process. Because a new direction isn’t just a decision. It’s a transition. Ask Yourself This: Before you ask people to drive forward with your big idea, ask: Am I giving people the keys, the map, and a full tank of fuel? Because the success of your strategy isn’t determined by your snazzy presentation deck or the rah-rah you create. Your strategy is determined by how well you bring people along with you. And the faster you want to go, the more fuel you’ll need to put in first. Looking for a practical way to avoid costly missteps when launching something new? In my book, Fast Track Your Big Idea!, I share over 20 tools and real-world strategies to help leaders navigate risk, engage their teams earlier, reduce resistance, and build alignment before it’s too late. Message me to explore how to move your idea forward, without losing your team along the way. This article is part of my Fast Track Insights newsletter, providing practical ideas whether you are driving a new strategy or getting one back on track. I want to help you avoid common mistakes. Subscribe+ above to receive practical insights once or twice a month.
What Choosing a Book Cover Taught Me About Strategy
Why the process of testing a design mirrors the process of launching any bold idea. I’m thrilled to finally reveal the cover for my new book, Fast Track Your Big Idea! Navigate Risk, Move People to Action, and Avoid Your Strategy Going Off Course. The book will launch in October—a practical guide for leaders with bold ideas who want to avoid common mistakes and reframe risk to their advantage when driving a new strategy. While writing the book took years, the cover design wasn’t chosen lightly. It’s the result of months of testing, dozens of conversations, and more feedback than I ever imagined. What started as a search for the “right look” quickly turned into something much bigger—an unexpected lesson in strategy. Because when you put a big idea out into the world, people don’t just see it. They interpret it through their own lenses, experiences, and even their view of risk. Same Cover, Different Reactions I had 12 designs and decided to ask everyone for their feedback—from strategic leaders to complete strangers. I tested everywhere: in focus groups, coffee shops, grocery store lines, and airports. One of my favorite moments was in the middle seat on a long flight. On one side sat a 12-year-old girl on her way to summer camp. On the other side sat a seasoned tech project manager. Both kept sneaking glances at my laptop as I scrolled through options. So I finally asked, “Hey, I’m writing a book. Which cover do you like most?” They both immediately picked the same design—for completely different reasons! And before I knew it, they were enthusiastically suggesting tweaks as if they were part of my design team. That moment reinforced three truths that apply far beyond book covers: The Strategy Lesson Those three truths aren’t just about design—they mirror what leaders face when they launch any bold idea. People won’t see your strategy in the same way you do. They interpret it through their own experience, roles, priorities, and appetite for risk. That’s why anticipating the people side of risk to your strategy is so critical—and so often underestimated. The real risk isn’t just in execution. It’s in whether people will: The Acceleration Advantage™ in Action The process of narrowing down from 12 designs to one became a real-world application of the Acceleration Advantage™—the four principles I share in the book that help leaders move bold ideas faster without going off course. The Bigger Lesson: The Call to Courage In the end, my cover had to pass two tests: After months of testing, one design emerged as the winner. I look forward to sharing it – and the book!—with the world. But the real takeaway from this story has little to do with design. It’s about courage. Bold ideas only succeed when you have the courage to test them in the open. To let people interpret them. To get comfortable being uncomfortable and risk hearing what you might not want to hear. And learn from it. Because it’s in those moments—when you invite people in—that ideas gain clarity, strength, and champions. Do you have a big idea to make your corner of the world a better place? What if the biggest risk to your big idea isn’t failure—but the courage to test it in the open? Here’s my challenge for you: Take a risk and share your next big idea with five people who aren’t like you. Let their lens give you a bigger one. Welcome your thoughts. —Susan PS. My book, Fast Track Your Big Idea! launches in October 2025. If you’d like to help us reach and equip more purpose-driven leaders to avoid common mistakes, navigate risk, and more confidently launch new initiatives, then join my book launch team! 📘 You’ll get an early copy of the book and a behind-the-scenes look at this journey of book launching. Register here! This article is part of my newsletter, “Fast Track Insights”, providing practical ideas whether you are driving a new strategy or getting one back on track. I want to help you avoid common mistakes. Subscribe above to receive practical insights once or twice a month.
Are You Really Listening? Or Stuck Just Polishing?
Have you ever built something new? And knew it was good enough to share, but you kept tweaking anyway? Design. Build. Polish.That’s the natural rhythm of creating something new. Roman architect Vitruvius said any lasting creation must have firmitas (strength), utilitas (usefulness), and venustas (beauty). The principle is timeless: build a solid foundation, make it useful, then refine it and polish it until it inspires. But here’s the danger: polishing can trap you in perfectionism. Take Henry Ford. In 1908, he revolutionized transportation with the Model T. But then he got stuck. Obsessed with making it perfect, he ignored feedback. His engineers threatened to quit. Competitors raced ahead. Ford’s market share collapsed. Even the greatest innovators can get trapped in endless polishing. This tension—listening versus polishing—shows up everywhere in leadership and innovation. Startup thinkers often call this the Minimum Viable Product (MVP)—launching with just enough to learn what really matters and still move forward. But the point of an MVP isn’t to polish—it’s to listen! I’ve lived this tension. For the past year, I’ve “soft-launched” my book, Fast Track Your Big Idea: Navigate Risk, Move People to Action, and Avoid Your Strategy Going Off Course. It’s an easy-to-follow roadmap to learn the fundamentals of defining and implementing a new strategy to get results faster, and how to embrace and reframe risk to use it to your advantage. Instead of rushing to publish, I treated the first version of book like an MVP and focused on listening. I tested ideas from in 1/2 day Strategy Reboot labs and De-Risking workshops. I shared the book with CEOs, boards, leadership teams, and employee groups, and helped them address risk proactively leveraging me framework, the De-Risk System for Impact. I worked with leaders in some very well-established organizations. And others with a big idea that was still just a twinkle in their eyes. And then I listened to what people said— what they didn’t. Some days, listening felt like progress. Other days, it felt like stalling. But those voices—of leaders wrestling with real challenges— gave me clarity and the opportunity to see where the real value was. I learned: Through the process of soft-launching my book, I learned (again): Listening is about THEM. Polishing is about YOU.Too much polishing can delay impact. Listening accelerates it. The result? In October, I’ll be publicly launching my book, Fast Track Your Big Idea! Not because it’s perfect—but because I’ve listened enough to know it’s time to share the value. I am eager to reach and equip all those visionary leaders with big ideas to solve real-world problems who need it most. Every bold idea lives in tension between feedback and perfectionism.The real question isn’t “Have I perfected it?”—it’s “Have I listened enough to share real value with those who need it?” Because if we wait too long, opportunities pass, momentum fades, and the world misses what we could have contributed. So– are you listening? Or polishing? Welcome to hear what you’re learning. – Susan PS. If you’d like to join me on the book launch journey, I’d be honored! Send me a note for details about participating in my launch team at susan.schramm@gotomarketimpact.com. If your strategy needs a jumpstart, join the next 1/2 day Strategy Reboot or contact me about leading a custom session for your leadership team. You’ll get under the risks of your strategy, walk away with a focused action plan—and tackle even the uncomfortable fewer missed conversations. Learn more at strategyreboot.com. This article is part of my newsletter, “Fast Track Insights”, providing practical ideas whether you are driving a new strategy or getting one back on track. I want to help you avoid common mistakes. Subscribe+ above to receive practical insights once or twice a month.
How to Get an ROI on Mistakes
I was sitting in a room of executives from around the world, reviewing our results. Some people’s numbers were pretty good, but many of us had performed below target. It was awkward. Suddenly, our leader stopped, and said, “We’re going to change things up today. We’re going to talk about mistakes.” The room got quiet. People looked at the floor. You could almost hear the fight-or-flight reflexes kicking in. He continued, “Our new strategy requires we do things we’ve never tried before. Inevitably, we’re all going to make mistakes. Our biggest return on investment from these mistakes is going to be our learning. If we don’t learn from our mistakes, all we do is incur costs. If we can share what we’re learning from our mistakes, all of us can start applying these learnings faster, we can get a better return on investment for each mistake. So today, each of us is going to share one mistake we made this past year, and what we are learning from it. I’ll start.” And so began one of the best leadership development sessions I’ve ever been part of. Each person went through their biggest mistake, the decisions that led them there, the pain, and the scars. We talked about how that learning might apply to each of our own areas of responsibility. We started to see ourselves as scientists, learning together. Have you heard that it’s good to “fail fast”? The “fail fast” concept is used in business, technology, and innovation circles to encourage rapid experimentation. Instead of avoiding failure at all costs, failing fast encourages people to take calculated risks, test hypotheses, and learn from the outcomes, whether they are successful or not. Jeff Bezos, CEO of Amazon, famously said, “We need big failures if we’re going to move the needle — billion-dollar scale failures…And if we’re not, we’re not swinging hard enough.” But there’s one problem. Failing feels really bad! When we make mistakes, our brains release stress hormones. We feel disappointment, embarrassment, even shame. Our “fight or flight” reflex makes us want to run and hide. We’ve been taught since childhood that mistakes are bad. Flipping that idea on its head and seeing them as investments – ( and even celebrating them as imperfect action!) — can help you get less attached to perfect outcomes. Failing fast requires getting okay with making mistakes. Are you? Is your team? Why not try holding an “ROI on Mistakes” conversation with your own team? Soak everyone’s brain in a little dopamine, the “happy hormone.” as you celebrate what you’ve learned. You will be surprised how this kind of open communication can build trust, align your team, and prepare everyone to bounce back from mistakes and move forward. I’d welcome your thoughts – and some of your scars! — Susan Schramm This article is part of my newsletter, which equips and energizes leaders with practical ways to move forward, whether leading a new strategy or getting one back on track. Subscribe if you’d like insights like this one or twice a month. Explore my website, www.gotomarketimpact.com, to learn more about my upcoming book, “FastTrack Your Big Idea!” as well as my offerings to help you and your team clarify your strategy and get results faster. Or message me, and let’s connect! susan.Schramm@gotomarketimpact.com.
Who’s Accountable for Your Strategy? Do They Even Know It?
At your last strategy retreat, did everyone walk out crystal clear on who’s accountable for what? Probably not. In a recent poll I ran, the #1 conversation most often avoided during strategy planning was: “Who is actually accountable?” (37%). Ouch! Why? Because naming names can feel risky. It stirs up power dynamics, unspoken doubts, or fears of overstepping. But dodging accountability conversations is one of the biggest mistakes leaders make—and it’s costing organizations traction, trust, and time and talent. In my upcoming book, Fast Track Your Big Idea: Navigate Risk, Move People to Action, and Avoid Your Strategy Going Off Course, I name this as one of the top strategy pitfalls: Launching with unclear roles, responsibilities, and unclear decision-making authority. Sometimes the person you think is responsible doesn’t feel empowered to act. Or they aren’t clear about which decisions they can make. Or they don’t know the scope of what they’re responsible for in the first place. When no one is clear on who owns what, and who can make a decision, delays creep in. People step back instead of stepping up. Everyone assumes someone else is driving—so no one is. For every strategic goal/project/initiative, its crucial to ask two questions: These two questions alone can expose some confusion and hidden weak spots. Here’s a practical step: At your next strategy session, write real names—not departments or roles—next to each key outcome. Clarify exactly what that person is empowered to decide or change to achieve that goal. Then take the time to make sure these leaders are clear on the scope, consequences and authority they have to make decisions to achieve the outcomes. This one move will build momentum, trust, and resilience. It will also signal to your top leaders that you’re setting them up to succeed, not leaving them to sink. Would love to hear what you think. What happens when YOU ask, “Who actually owns this?” —Susan P.S. If your strategy needs a jumpstart, join the next 1/2 day Strategy Reboot or contact me about leading a custom session for your leadership team. You’ll get under the rrisks of your strategy, walk away with a focused action plan—and tackle even the uncomfortable fewer missed conversations. Learn more at strategyreboot.com. This article is part of my newsletter, “Fast Track Insights“, providing practical ideas whether you are driving a new strategy or getting one back on track. I want to help you avoid common mistakes. Subscribe+ above to receive practical insights once or twice a month.
Why Smart People Don’t Take Action (and What to Do About It)
Last week, I had the opportunity to meet with visionary CEOs and Executive Directors from across the country. We gathered to discuss one thing: how to move strategy forward faster. One of the most powerful ideas we discussed was this: The biggest risk to your strategy is the PEOPLE side of risk. The problem isn’t that smart people don’t hesitate because they aren’t capable—it’s that they’re weighing the risks. When talented, committed people don’t jump in to take action and support your big new initiative, it’s rarely because they’re lazy, confused, or disengaged. More often, it’s because they don’t believe the risk is worth it. And chances are, you see risk differently than the people you need to take action. If you’re not aware of how people and organizations perceive risk—or worse, if you’re ignoring it—your strategy is going to stall. If you’re leading a high-stakes initiative, here are three critical questions to ask yourself: 1. Am I considering what’s at stake for the people I’m asking to do something NEW? Do you take the time to truly understand what you’re asking them to risk? What do they need to understand, believe, and trust in order to step forward? We often focus on WHAT needs to happen—but overlook what it might COST people to change course, try something unfamiliar, or simply speak up: • Do they have the capacity to take this on? • Does it challenge their sense of control and confidence? • Could it threaten their track record of success? Smart people assess the risks. How are you helping them see the path as worthwhile and aligned with their values? 2. Have I made the POTENTIAL UPSIDE crystal clear? Do they VALUE it? If the benefit of taking action feels vague, distant, or uncertain, even your most driven and loyal employees, volunteers, suppliers, or partners will hesitate. Connect the dots for them—emotionally and logically. Make the reward visible, real, and worth it. 3. Do they TRUST ME enough to take a risk with me? Ever asked for final questions right before Day 1 of a new initiative and gotten… complete silence? That’s not always good. It’s often a sign people aren’t comfortable asking what’s really on their minds. And that may mean they don’t trust you enough to tell you. People don’t take risks with you simply because you have integrity or good intentions. Trust requires clarity, consistency, and connection. You can’t shortcut trust—especially in high-stakes situations. The bottom line is this: If smart people around you aren’t moving forward to support your new strategic initiative, there’s a reason. If you’re frustrated by the silence, the stalling, the pushback—ask: What if this isn’t about pushing harder… but about asking better questions about the risks? Take the time to understand how smart people see the risks, and you’ll unlock the momentum you’ve been hoping for. I welcome your thoughts—and your learnings! —Susan Schramm, Founder Go to Market Impact, Speaker, Author PS. I write more about “the people side of risk” in my upcoming book, Fast Track Your Big Idea! Navigate Risk, Move People to Action, and Avoid Your Strategy Going Off Course. You’ll receive an advanced copy of the book when you join me for the Strategy Reboot, a ½ day interactive workshop where we walk through the common mistakes leaders make driving a new strategy—and what you can do right now to avoid them. Go to strategyreboot.com and register for the next one! This article is part of my article series, “Fast Track Insights” providing practical ideas whether you are driving a new strategy or getting one back on track. I want to help you avoid common mistakes. Subscribe to receive practical insights once or twice a month!
When I Realized I Was The Problem
Are you leading a situation where everything seems to be falling apart? • Funding for a big project has suddenly dried up? • A critical event didn’t go as planned? • Your new offering is a flop? • A key leader just quit? In moments like these, our “leadership” instincts kick in: We feel pressure to fix it. To be the superhero. To have all the answers. But here’s what I’ve learned: That might be the worst thing you can do. I learned this the hard way. When one strategic initiative I was leading started to unravel, I went into overdrive. • I held daily “war room” reviews, frantically analyzing the data, solving problems, and trying to hold it all together. • I was exhausted. My team was stuck. • And honestly, I was wearing myself out trying to plug every hole. I turned to a mentor, expecting a little sympathy. Instead, he said something I’ll never forget: “Honestly, YOU are the problem.” What??????? He continued, “Look, there’s a hole in the dike, and you’re using every finger and arm to stop the flood. You need to find someone with the fattest thumb to plug the hole while YOU go find people with buckets of concrete.” That was my lightbulb moment. I’d been feeling like a noble martyr. But I suddenly realized I was NOT an adaptive leader. I was NOT building an adaptive team —I was standing in their way. What Adaptive Leadership Really Means Adaptive leadership doesn’t mean having all the answers. It means helping your team find their own. It means creating a space where people can face challenges honestly, use their strengths, and think creatively—without fear of failing in front of their boss. It means asking powerful questions instead of providing ready-made solutions. Questions like: • What strengths can we use to tackle this? • What haven’t we thought of yet? • How could this challenge actually help us grow? When you shift from fixing to facilitating thinking, everything changes. Your team gets stronger. Ideas get better. And you stop being the bottleneck. A warning: Creating an adaptive team doesn’t mean encouraging chaos. You still need to keep people on the same page, aligned around purpose and outcomes. But keep people aligned by engaging them: • Spell things out. Be honest about what’s happening and the risks and why it matters. • Open up—even if it’s uncomfortable. Create a comfortable environment for uncomfortable conversations. Enable people to share, explore, and even challenge assumptions. • Stay grounded. Make sure your new direction still aligns with your mission and strategy. You’re not just solving the problem—you’re teaching your team to navigate change with clarity and courage. Letting Go of the Need to Know Everything Here’s the part no one tells you: letting go of having all the answers is freeing. When you stop trying to solve everything yourself, you create space for others to step up. You unlock collaboration. You help your team build real muscle around problem-solving, not just firefighting. And that’s what separates adaptive leaders from reactive ones. If you’re navigating a high-stakes strategy, and things aren’t going well — you CAN help move people to action and keep your strategy on course—even when the winds change. You don’t have to be perfect. You don’t have to be the hero. You just have to create the conditions for your team to thrive through uncertainty and emerge stronger on the other side. Have you ever realized YOU were the problem? Welcome your thoughts! — Susan PS. I share more about how to avoid common mistakes when leading new strategies in my half-day virtual Strategy Reboot Workshop, where you’ll receive an advanced copy of my upcoming book, ” FAST TRACK YOUR BIG IDEA! Navigate Risk, Move People to Action, and Avoid Your Strategy Going Off Course. Join us! This article is part of “Fast Track Insights”, a newsletter providing practical ideas once or twice a month — whether you are driving a new strategy or getting one back on track. I want to help you avoid common mistakes. Why don’t you subscribe?