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?
From Lost in Fog to Soaring: How to Move Your Strategy Faster
Ever feel like you’re driving blind—constantly reacting to obstacles instead of confidently moving forward? You’re not alone. The good news? The breakthrough you need might not be working harder or faster. Instead, it’s stepping back to see the whole road ahead. At a recent Strategy Reboot workshop, we explored specific ways leaders can quickly clarify risks, align people to move faster and navigate roadblocks in their strategy. The room was electric with ideas and ah-hah moments for the leaders who were at every stage—from leading startups to scaling their organizations. But the biggest realization for most leaders? It wasn’t just the new tools and frameworks. It was the fact that simply taking time to see the big picture—OBJECTIVELY—was already moving them forward faster! The Power of Gaining Altitude Picture this: You’re navigating a winding road in dense fog. You can only see a few feet in front of you, so you drive cautiously, reacting moment by moment. Now, picture yourself in the cockpit of a plane. You climb through the clouds, and suddenly, the entire landscape is visible. The detours are obvious. The best route is clear. That’s what taking the time for strategic thinking can accomplish. Yet many leaders stay stuck in the details. Why? The Science of Stepping Back Neuroscience backs this up—our brains work differently when we take time to step back. Reflection activates the prefrontal cortex, boosting strategic thinking, creativity, and decision-making. A Harvard Business School study found that professionals who spent just 15 minutes reflecting at the end of the day improved their performance by 23% in ten days. Imagine what a structured process for strategic thinking could do for your organization. Step Out of the Fog If your big initiative isn’t moving fast enough, it’s time to break through the fog. Here’s how: Right now, you might feel like you’re driving with foggy headlights—making slow, hesitant moves because you’re bumping into obstacles you didn’t see coming. But the leaders who break through? They don’t just keep inching forward blindly—they rise above for a clearer view. The faster you gain perspective, the sooner you’ll find the clearest and fastest way forward. Stop driving blind. Step back, get altitude, and find the fastest way forward. What’s stopping you? – Susan P.S. Want some help to clear the fog and move forward with confidence? Join me at the next virtual Strategy Reboot — March 14 and April 11th. These unique interactive half-day workshops are for leaders driving a big initiative who want to move forward faster. Participants regularly tell me they wish they’d done this sooner! Go to strategyreboot.com to register. Or sponsor someone you believe could use a fresh perspective! 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 to receive practical insights once or twice a month. And get updates about my upcoming book, “Fast Track Your Big Idea! Navigate Risk, Move People To Action, and Avoid Your Strategy Going Off Course“. #strategy #riskmanagement #leadership
This Isn’t How I Thought Things Would Go”—Now What?
You had a vision—a new strategy, a career move, a relationship—something that really mattered. And now, it’s not going the way you thought it would. That moment can feel like a gut punch. It’s disorienting. Frustrating. Discouraging. In the past few weeks, I’ve heard a refrain: “This isn’t how I thought it was going to turn out.” People navigating very different crossroads have said this—after the loss of a loved one, a health crisis, a divorce. And then there are the work-related stories: The Biggest Risk to Your Strategy In my consulting work, I’ve been thinking a lot about why great ideas don’t always succeed. What I’ve found is that the biggest risk to most strategies isn’t a flawed plan—it’s that the people you will need to take action… don’t! Even the best ideas, the most well-thought-out strategies, and the most compelling visions can stall when the right people don’t engage, align, and move forward. Understanding why this happens is key to overcoming it. The Hidden Traps When things don’t turn out as expected, frustration sets in. But beneath that frustration are three powerful forces: 1️⃣ Assumptions – These are the unstated beliefs we take for granted about how things are. They often operate in the background without us realizing it. 2️⃣ Expectations – These are explicit beliefs about how things should be. They involve a sense of cause and effect—we anticipate that certain actions will lead to specific outcomes. 3️⃣ Reality Check – The outcome doesn’t match what we pictured, creating a gap between what we assumed, what we expected, and what actually happened. It’s easy to get stuck here—blaming external factors (“This isn’t fair!” or “People just don’t get it”) or abandoning the effort altogether. But neither of those responses moves you forward. What to Do Instead: The Compass Approach Rather than feeling like you’ve lost your way, think of this as a moment to adjust your internal compass. When explorers get lost, they don’t sit down and give up—they recalibrate, look at the world around them differently, and find a new route. If you’re hitting a wall, here’s how to shift from frustration to forward momentum: 1️⃣ Acknowledge Reality The faster you recognize reality, the faster you can adjust. Instead of resisting the unexpected, accept it: “This isn’t what I planned. I don’t like it. But I’m not done.” Shifting how you think about setbacks changes how you respond to them. 2️⃣ Reconfirm Your Destination Step back and breathe. Ask yourself: ✔️ Is this goal still worth pursuing? ✔️ Is the outcome I desire or the problem I’m solving still relevant? ✔️ Does this really matter right now? 3️⃣ Reevaluate Your Map & Challenge Your Assumptions If your destination still matters, the challenge isn’t to start over—it’s to find a better path. Ask yourself: ✔️ What did I assume about how this would work? Were my expectations of cause and effect valid? ✔️ Which of my assumptions were off? ✔️ What adjustments do I need to make? And most importantly… ✔️ Who needs to take action for this to move forward? And what’s stopping them? This last question is critical. If people aren’t taking action, it’s often because they’re confused, skeptical people aren’t aligned. If your outcome still matters, then your next step is to actively engage, align, and mobilize people—not just tweak the plan. 4️⃣ Explore a New Path The biggest mistake I see leaders make when trying to get a stalled plan back on track is applying the same approach and expecting different results. Instead, ask: “What’s another way to get there?” Mountain climbers facing a sheer cliff doesn’t quit climbing—they look for another way up. The same applies to your challenge. What alternative strategies could get you closer to your goal? Often, the solution isn’t a major pivot—it’s making small shifts: ✔️ Clearer communication to ensure alignment. ✔️ Engaging the right people to create momentum. Resetting expectations so people know what success looks like. ✔️ Because at the end of the day, even the best strategy in the world won’t work if the people who need to act… don’t. Your Next Step Progress isn’t always a straight line. The key is recognizing that detours aren’t failures—they’re just part of the journey. Give yourself the gift of stepping back and thinking strategically. Take at least 10 minutes today to reflect on these questions. Write down one concrete step you can take to move forward. You may not be where you want to be. But a different direction is only one action away. I welcome your thoughts. -Susan P.S. If you are leading a high-stakes initiative and struggling to get people aligned and moving forward, join me for the next Strategy Reboot—a half-day session to get clarity, identify the risks and roadblocks, and build a plan for what’s next. Check out the details. Think of this as an investment in yourself as a leader. Or sponsor a leader you believe in who could use a fresh perspective! (This article is part of my 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. And get updates about my upcoming book, “Fast Track Your Big Idea! Navigate Risk, Move People To Action, and Avoid Your Strategy Going Off Course“. )
Reality Check: Your New Strategy May Get Messy
Happy New Year!! 🎉The confetti has fallen, the noise has faded, and now you’re staring at the year ahead. Do you have a bold new strategy you’re trying to get off the ground this year? “I’m going to be blunt: there’s a very real risk that your strategy won’t go as planned. In fact, I guarantee it. Every time you take a new direction, there are risks: the risk of getting lost, traffic jams and delays, the risk that a pothole blows out your tire, or the risk you miss a turn. But despite these risks, people take new roads to new places every day. To fast track your big idea, you need to plan for the risk upfront. Leading a new strategy can be exciting and energizing, but it can also be frustrating, exhausting, and a bit daunting. Getting everyone on the same page takes work, from your leadership team to your board of directors and funders, from your employees and supporters to your partners and customers. It means dealing with unending questions and sometimes even questioning yourself. The truth is that the success or failure of your strategy hinges on ONE critical factor: the people who need to take action. You can have the most brilliant plan, but if you overlook the human element—their needs, concerns, and motivations—it will fail. The good news? The keys to success aren’t magic. They’re straightforward and within your reach—but ignore them at your peril.” This excerpt is from my upcoming book “Fast Track Your Big Idea!” where I distill the keys to launching a successful strategy into practical steps so you can inspire people to take action and achieve results faster. You may be up to your elbows in action items and project spreadsheets planning your big launch. You may have a lot on the line. 🚀 But don’t let your strategy get stalled before it starts. Ask yourself: Who needs to take action for this strategy to work, and WHY would they want to? This ONE question can be a game-changer. Welcome your thoughts! — Susan PS. If you are launching an important new initiative this year – or know someone who is — I’d love you to join me for a 1/2 day Strategy Reboot Workshop at the end of this month. We’ll tackle some of the common mistakes leaders make when launching a new strategy or getting one back on track. And you’ll walk away more confident and prepared. Special Bonus – Every participant will get a free advanced copy of my book! Learn more about special discounts for nonprofits and teams in my first comment. This article is part of my 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. You can subscribe here to receive practical insights once or twice a month.
Three Steps to Finish the Year Strong (Even If You’ve Stalled)
Can you hear it? The buzz of people hustling to close deals, ship inventories, and secure donations before the year wraps up? When you’ve got momentum, the end of the year feels like a grand crescendo—a symphony of progress and achievement. But what if the momentum has fizzled out? For some, year-end isn’t triumphant. It’s a weight that feels impossible to lift. When your strategy isn’t working, and the results you’d hoped for haven’t materialized, December can feel like a dark tunnel with no light at the end. You’re out of time to fix this year, and the next one looms, uncertain and daunting. Your brain doesn’t like uncertainty. When we lack a plan, our brains react with “fight or flight.” Fear creeps in. Panic follows. That sinking feeling is normal, but it doesn’t have to define you. It’s in this moment of uncertainty that you face a choice: Even if you’re feeling stalled, here are three steps you can take right now to finish the year stronger and set the stage for a fresh start: 1. Clarify the Problem You’re Trying to Solve Vague goals often lead to vague results. Take a step back and get specific. Ask yourself: When you clarify the problem, you bring focus to your efforts. Instead of spinning your wheels on tasks that don’t drive impact, you can channel your energy toward what truly matters. Precision gives your work purpose and direction. 2. Get Grounded in Your Strengths When progress feels stuck, it’s easy to focus on what’s going wrong. Flip the script. List your strengths—what you and your team do well. Reflect on past successes and the skills that helped you achieve them. List everything you can think of and then find more. Strengths are your foundation. They provide the tools to navigate challenges and overcome obstacles. By leaning into what you do best, you can generate ideas and strategies that align with your unique capabilities. And you can more confidently lead. 3. Create a Simple 30-Day Action Plan Long-term strategic plans are vital, and 90-day “agile sprints” are great for tackling big goals in manageable chunks. But when you’re feeling stuck, a 30-day action plan can be your secret weapon. Focus is the key. Define three specific steps you can take in the next month that would have the greatest opportunity to build momentum. Break your actions into weekly or even daily tasks, and put them on your calendar. This kind of short-term focus provides clarity and a sense of progress. It also helps combat the overwhelm that can accompany longer-term planning. With each small win, you rebuild your confidence and motivation. A Final Word: Momentum Starts With One Step Even when momentum feels like a distant memory, it’s never truly gone. Momentum begins with a single, intentional step. Start by clarifying your focus, leaning into your strengths, and taking deliberate action. Remember, the end of the year isn’t about perfection. It’s about progress. By embracing these three steps, you can finish strong and walk into the new year with renewed energy, clarity, and purpose. So take a deep breath. It’s time to get to work. The final chapter of this year is still unwritten—and you hold the pen. Believing in your success, Susan P.S. Want help getting your strategy back on track? Join the Strategy Reboot 1/2 day session designed for leaders navigating high-stakes initiatives. You’ll gain practical tools to identify roadblocks, rally your team, and build momentum faster. Its an investment in yourself and the step forward you need. Check out the details and join us for the January session. This article is part of “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. Your mission is too important. Don’t let it get derailed.