I have a friend who found herself responsible for driving a big strategic initiative. 

She had good ideas, and people were inspired by her vision for the organization.

So the board anointed her with a big title, a sizable budget, and the authority to make it happen. 

She immediately went to work identifying all the things that needed to be done, and a long list of people that needed to do something new.  

Except one. 

And that miss almost tanked the whole effort.

Can you guess the one person she forgot? 

In my work with CEOs, boards, and leadership teams driving high-stakes strategies, I find most leaders easily see that their new big inspiring idea will require new competencies, new processes, and new behaviors. 

Getting really clear about WHO needs to do something NEW is an important step to de-risk a new strategy.

We often easily identify people in our own organization that will need to learn and do something new for the strategy to be a success. And when prompted, we can eventually think of others such as channels or suppliers or partners or volunteers, or even customers.

But we often don’t look in the mirror. 

One common mistake that can derail a new strategy is when leaders don’t recognize the new skills and behaviors that will be demanded from THEM as well! It’s easy for leaders to be caught off guard when what was working for them as they led before — suddenly doesn’t. 

In a way, leading an organization to take a new direction is like getting a starring role in a new movie.

And the plot demands you learn to do things you may have never done before: 

• To play “The Bride” in the Kill Bill films, actress Uma Thurman had to learn three styles of kung fu, two styles of sword fighting, knife throwing, knife fighting, hand-to-hand combat, and Japanese.
• Natalie Portman learned to dance ballet by training nearly 8 hours a day for Black Swan.
• As Captain Jack Aubrey in Master and Commander: The Far Side of the World, Russell Crowe learned how to play the violin and how to sail a tall ship himself!

What role does your new strategy need for YOU to play?

Do you need to communicate more openly? Be more systematic about planning? Team with others more effectively? Delegate? Be more decisive? More humble? 

Recognizing what role is needed will mean taking the time to think through the LEADERSHIP skills and behaviors needed for your strategy to be a success.

As you place this bet on your organization’s new chapter, consider what people will need to be able to understand and believe that this direction is the right one. What about the leadership tone and behaviors that will need to be different? How will you not only inspire but build trust so that people can confidently move forward and take action?

This requires objectively evaluating your own strengths and the strengths of your leadership team – and acknowledging your blind spots.

Optimizing to lead your high-stakes strategy often requires exchanging your self-image with an identity a little bigger than yourself.

And then stretching into that new role with intention every single day.

It may be uncomfortable, but it is guaranteed to build new muscles. And you’ll have a new appreciation for all those you’ve asked to step up to build new skills and competencies and behaviors along with you.

Could there be skills your new strategy needs from you that you didn’t even know you had?

Lights, camera, action. Your “red carpet” awaits.

Reply back with what you think. I’d love to hear from you.

P.S. If you are leading a new strategy, or getting an initiative back on track, check out our De-Risk System for Impact. It’s a practical way to anticipate the risks of your strategy and put a plan in place to address them. Happy to discuss. Your mission is too important. Don’t let it get derailed.

Susan Schramm, Founder, Go to Market Impact susan.schramm@gotomarketimpact.com