The Real Reason “Great” Strategies Stall (And Who Sees It First)
Why do so many well-funded, high-energy strategies stall after launch? You’ve been there. The dramatic launch of a big idea — executives are gung-ho, the message is polished, the kickoff is spectacular. Everyone agrees: “This is a great idea.” But later, after the “ta-da,” momentum starts to fade. Decisions slow. To-dos don’t get done. Energy fades. Execution starts to feel heavy. What’s surprising isn’t that it happens — it’s that someone almost always saw it coming. When an idea goes off the rails, leaders often blame the usual suspects: the market shifted, the economy tightened, technology didn’t work, priorities changed. But in my recent conversation with Deborah Malone, founder of The Internationalist and a highly respected voice in global marketing leadership, we explored a more uncomfortable truth: Great strategies most often stall because of the “people side of risk.” The Risk Hiding in Plain Sight When execution breaks down, it’s not because the idea didn’t have merit. More often, it’s because: Assumptions were never surfaced Teams aren’t aligned on what problem they’re actually solving People aren’t clear on what action is required of them — or what needs to change When those risks stay unnamed, hesitation sets in. Not rebellion. Not resistance. Just quiet uncertainty. The big idea strategy still exists. But action doesn’t follow. Momentum Isn’t About Moving Faster Many leaders assume that talking about risk will slow things down or weaken confidence. In reality, avoiding risk conversations creates drag. When people don’t have clarity about the problem being solved — or their role in solving it — uncertainty fills the gap. That uncertainty shows up as hesitation, resistance, or quiet disengagement. True momentum doesn’t come from pushing harder. It comes from aligning understanding. Briefly slowing down to surface assumptions, test logic, and clarify expectations often accelerates execution later. That’s what de-risking really does — not dampen ambition, but help bold ideas actually take hold. And Who Sees It First? In many organizations, the people who have the earliest opportunity to see risk are the leaders striving to communicate the strategy. That vantage point gives them early visibility into where strategies are likely to wobble — long before results show up in dashboards. Marketers — not just those with “marketing” in their title, but ALL those responsible for aligning understanding and readiness and encouraging others to take action — sit at the intersection of vision and reality. Not only marketing but CEOs, sales leaders, product managers, development leaders, and policy advocates. They all help translate a big idea to: leadership teams, boards, funders, and regulators internal teams (employees, channels, suppliers, volunteers) customers, communities, and ecosystem partners. These leaders are often tasked with creating enthusiasm for “the next big thing.” As they do, they quickly get a sense of whether an initiative is genuinely understood and accepted — and when it’s not. Working cross-functionally, they see where interpretations diverge and where assumptions aren’t aligned. They hear the confusion and skepticism in the questions that surface after the kickoff meeting (where everyone was nodding with, “Great idea, boss.”) That’s why marketers are often the first to feel when a strategy is at risk. They can connect the dots and can see— the system isn’t stable. The question is: Are these marketers courageous enough to openly talk about the risk? For leaders willing to listen, this insight can be a strategic advantage. From Promoting to Aligning Communicating a strategy across audiences acts like a stress test. Anything that hasn’t been fully thought through shows up. Ambiguity gets amplified. Assumptions get challenged. Confusion emerges. Many marketers are skilled at polishing language to make ideas sound compelling. But the best ones look for where clarity breaks down. The most effective marketers don’t just generate excitement for what’s new. They make sure they surface what’s unclear, misaligned, or risky before it becomes a problem. When marketers use objective, shared language not only to communicate strategy but also to invite others to openly talk about risk, they help leaders surface issues early, align teams faster, and keep strategies from going off track. That shift — from fear, blame, and emotion to clarity — can change everything. Language isn’t just useful for communication. It’s fundamental to building strategies that people can actually act on. Leaders who create space to surface and address risk early — rather than avoiding it — are far more likely to see their strategies translate into action. A Question for Leaders If your strategy feels like it’s losing momentum, ask yourself: What risks are people privately carrying that we haven’t named together? Chances are, someone — often a marketer — can already tell you. Are they courageous enough to talk about the risks? Are you courageous enough to listen? 📖 READ Deborah Malone’s full article in The Internationalist, “Why Big Ideas Stall and How Marketers Can Become the Chief Alignment Officers”. 🎥WATCH our full conversation on Internationalist Marketing TV, “The Hidden Reason Marketing Strategies Fail—And How to Fix It”. 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
Two Risk Traps That Will Derail Your Strategy
Have your strategy discussions gotten off to a strong start? The energy is high. The ideas are good. But underneath the enthusiasm, there may be unspoken questions. Most teams fall into one of two traps related to risk that will derail execution of their new strategy, long before the work begins. Trap #1: The Risks NO ONE Is Talking About This trap emerges when underneath the enthusiasm lies real tension— “elephant in the room” concerns that everyone senses but no one names. People feel the risks. They sense the unknowns. However, they hesitate to raise concerns because they worry about sounding negative or being the only one who sees the issue. So the risks sit quietly, lurking in the background. Unfortunately, unspoken risks don’t disappear—they simply resurface later as delays, misalignment, budget surprises, or preventable crises. Silence quietly erodes execution. Trap #2: The Risks EVERYONE Is Talking About—but Freezes the Team But many teams today are falling into the opposite trap. Constantly talking about risks—but in a swirling, unstructured way that creates overwhelm rather than clarity. From economic downturn to AI disruption to natural disasters, the list of worries is endless. Leaders tell me: “We’re reacting instead of deciding.” • “We keep going in circles.” • “We can’t agree on what matters most.” This isn’t avoidance—it’s overwhelm. When everything feels risky, nothing moves forward with confidence. When conversations lack structure, teams get stuck in emotion instead of execution. So how DO you talk about risk in a way that builds momentum—not fear? In my new book, Fast Track Your Big Idea! Navigate Risk, Move People to Action, and Avoid Your Strategy Going Off Course, I introduce the De-Risk System for Impact®—a practical approach I use with leadership teams to bring clarity and alignment to a new strategy. The system helps you frame the building blocks of your strategy in simple, objective terms and discuss the risks — including the people side of risk — without drama, confusion, blame, or paralysis. As you discuss risks of your strategy with your own team, here are five practices I recommend you use to make these conversations more productive: 1. Agree that risk is simply “an unknown.” Every risk has potential upsides, downsides, and often both. The goal isn’t to eliminate risk—it’s to understand what you know and what you don’t yet know so you can make better decisions. 2. Identify the assumptions. When a strategy goes off track, it’s often because leaders made decisions based on assumptions that did not pan out. Yet, those assumptions were rarely spelled out. Surfacing the assumptions behind your choices prevents misalignment and unnecessary surprises. 3. Acknowledge different risk profiles. People—and organizations—evaluate risk in different ways. Two people can look at the same uncertainty and draw completely different conclusions. Recognizing that different perspectives are to be expected can open space for better dialogue. 4. Identify what you can control. The issues may spiral around you, but you don’t need to be frozen by what you can’t control. Direct your team’s attention toward actions you can take right now. 5. Clarify who needs to take NEW action—and what feels risky to THEM. Every strategy requires that someone will have to do something new—which often feels riskier. Different stakeholders experience risk differently. When you understand what feels risky to them, you can address concerns early, reduce resistance, and move the work forward faster. Bottom Line As you finalize your 2026 plans, ask yourself: Is your team falling into the trap of silence… or the trap of spiraling discussions of risk? Both traps drain momentum. Both are completely avoidable with the right framework to approach decision-making. To equip your team with the tools to navigate these conversations, visit FastTrackYourBigIdea.com and find out more about the book and get the complimentary discussion guide. You don’t need a perfect plan to be successful next year. You just need to avoid the traps that steal momentum before the work even begins. Welcome your thoughts! — Susan 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.
The Suprising Truth Publishing A Book Confirmed About Big Ideas
When I set out to write Fast Track Your Big Idea! I thought I was writing about how leaders can execute new strategies—faster. Somewhere between the first draft and the finished manuscript, I realized I was also living it. Last week, I opened a plain brown box and pulled out something I’d dreamed of for a very long time — the first printed copies of my new book. The smell of fresh ink. The weight of the book in my hands. The realization that this once-intangible idea had finally become real. After years of writing, rewriting, and countless cups of coffee… it was finally here! That moment brought home every lesson I had tried to capture in the pages: The hardest part of any big idea isn’t the plan or the process — it’s the people side of risk. Why So Many Ideas Stall 81% of people surveyed have a big idea for a book they want to write someday. 15% percent start. 3% percent finish. Less than 1% ever publish. This isn’t a writing problem — it’s a RISK problem. The same pattern plays out in organizations every day. A new strategy launches with excitement, bold slides, and clear intentions. Then reality sets in — shifting priorities, unclear ownership, competing voices, and the slow drain of momentum. Most big ideas don’t fail because the idea was wrong. They fail because of a lack of clarity, alignment, trust, and communication. They quietly erode under pressure. Living the System Writing Fast Track Your Big Idea! forced me to apply the same principles I share with others — the Acceleration Advantage™ creates a flywheel, as you De-Risk, Align, Communicate, and Adapt your strategy. De-Risk: Clarify the “Why,” Why now,” and“Who”; and plan for “What if”. I began with a vision, but I had to step back and address the real-world risks I was going to face. It meant defining the problem this book was solving — and why it matters right now. I realized I couldn’t do it alone. I needed to clarify who was going to need to take action for my strategy to succeed: experts and supporters who would help me avoid going off track. And anticipate what would happen if they didn’t. Align: Get people on one page with accountability and structure. Momentum only lasts as long as clarity does. I created milestones, accountability partners, and a rhythm that kept the work moving even when my energy dipped. Alignment isn’t a one-time event — it’s a practice. Communicate: Engage others early and often. I didn’t wait for perfection. I tested ideas with early readers, in workshops, discussed them over coffee, and listened carefully to the questions and critiques that came back. Each conversation sharpened the message and helped others understand my ideas – and embrace them faster. Adapt: Keep learning and adjusting. Feedback sometimes stings, but it always refines. Speed bumps of human error, system issues, and unexpected pushback are part of the journey. Adaptating doesn’t mean compromise; it means staying committed to clarity and growth. That’s what keeps the flywheel turning. Execution Is a Team Sport Writing this book reminded me that execution of a big idea is never a solo act. Yes, I had the vision, but the success depended on so many others taking action alongside me. Whether they were on my “insider” team or those I serve — their insight, discipline, and collaboration turned my idea into impact. It’s the same for every leader. Your big idea might start with you — but it only succeeds when others can see themselves in it, own a piece of it, and help carry it forward. And it is your responsibility to ensure they are ready, willing, and able to take action. That’s the people side of risk — the side that most leaders underestimate but determines whether a great idea stays an idea, or becomes something that truly makes an impact in the world. From Vision to Impact When I finally held the finished book in my hands, I didn’t feel “done”. I felt grateful — for the people who helped me stay on course, for the feedback that sharpened the message, and for the reminder that every big idea requires a community of people to take action, or it doesn’t go anywhere. So whatever your big idea is — a book, a new offering, a startup, a cause, or a dream you’ve been carrying for your life— ask yourself: Have I been willing to openly address the risk? Have I created structure and accountability to keep momentum? Am I communicating early and often enough to build confidence? Am I willing to adapt when reality shifts? Your Momentum Starts Now. Get the Book and Take the First Step! 🎉 Fast Track Your Big Idea! is now officially available — and the e-book is just 99¢ during the launch. 👉 Get your copy and learn more. Explore the discussion guide to share with your team. Go to FastTrackYourBigIdea.com Because once you master the people side of risk, your idea doesn’t just launch — it inspires and creates momentum. And that’s where the real impact begins. I welcome your thoughts! —Susan Schramm This article is part of my blog, “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 drawn from these blogs once or twice a month.
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!
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.
Three Things You Can Do NOW to Save Your Strategy
The final quarter has begun! Feeling energized? Or concerned? If you wake up at night with your heart racing because you know your strategy isn’t where it needs to be, you’re not alone. You may be overwhelmed by a high-stakes strategy you launched earlier in the year that’s slipped off track. Or maybe you’ve been tagged to drive a brand-new initiative, and the pressure to deliver is already mounting. With so much riding on it, the last thing you want is to see your strategy unravel. The clock is ticking. Executing Is Hard Ben Horowitz, Silicon Valley entrepreneur and author of “The Hard Thing About Hard Things,” cautions, “A good strategy poorly executed is worse than no strategy at all.” The reality is that most strategies falter not because they’re flawed but because they’re never fully realized. Consider the Risks No strategy is free of risks. If you haven’t taken the time to analyze the risks you face—both external and internal—you could be blindsided. Does your organization have a comfortable way to talk about risk? Not talking about risk creates anxiety and can slow decision-making. Openly talking about risk can help your organization shift gears faster. It can even create a competitive advantage. The Human Element One common mistake leaders make is to underestimate the PEOPLE side of their strategy. It’s easy to assume that once a strategy is designed and communicated, everyone will automatically fall in line and execute it perfectly. But this is where things often go wrong. Even GREAT strategies fail when people are confused, skeptical, or not aligned. Now’s The Time The good news is that the quarter has just begun, and you have time to get things on track– especially if you start now! Here are three actions you can take this quarter: 1. Clarify Confusion kills momentum. Make sure there is zero ambiguity about the goals, the roles, and the timeline. Every person on your team should know exactly what’s at stake and how their work connects to the bigger picture. Don’t assume people understand—verify it. 2. Re-engage Time is not on your side. You need key stakeholders involved and committed. If they’re disengaged or unsure, that uncertainty will spread like wildfire. 3. Focus Competing priorities, shiny new projects, or shifting goals will fragment your team’s energy and dilute results. Identify the core priorities that truly drive impact. Why Not Reboot? Whether you’re trying to salvage a high-stakes strategy or preparing to lead a critical new initiative in 2025, you don’t have to do it alone. This quarter, I’m running a half-day Strategy Reboot Workshop designed specifically for leaders like you who need a fresh perspective. I’ll preview some of the content rom my upcoming book, “Fast Track Your Big Idea: Navigate Risk, Move People to Action, and Avoid Your Strategy Going Off Course.” This isn’t just a rah-rah session. It’s a hands-on, actionable workshop where you’ll gain new insights and tools to tackle some of your challenges to get on track—fast. If you’re interested, message me for more details. This is your chance to take a breath and get some expert help. Now’s the Time The fourth quarter isn’t only about what you’ve done. It’s about what you’re going to do. By using this time to clarify, re-engage, and focus your energies. You can trade those sleepless nights tossing and turning for the peace of mind of knowing your strategy is back on track and poised for success. Your mission is too important. Don’t let it get derailed. Welcome your thoughts! —Susan susan.schramm@gotomarketimpact.com This article is part of “Fast Track Insights”, providing practical ideas and tips to get results faster, whether you are driving a new strategy (or getting one back on track). I want to help you avoid common mistakes. Subscribe here to receive practical insights once or twice a month. To learn more about De-Risk System for Impact workshops and custom engagements, and my upcoming book, explore my website at www.gotomarketimpact.com. #strategy #riskmanagement #leadership
Delegating to AI? 5 Questions to Create Ethical Guardrails
AI is starting to hold rockstar status in our daily lives, prompting the question: “I𝐧 𝐥𝐢𝐠𝐡𝐭 𝐨𝐟 𝐭𝐡𝐞 𝐫𝐢𝐬𝐤𝐬, 𝐡𝐨𝐰 𝐜𝐚𝐧 𝐰𝐞 𝐮𝐬𝐞 𝐀𝐫𝐭𝐢𝐟𝐢𝐜𝐢𝐚𝐥 𝐈𝐧𝐭𝐞𝐥𝐥𝐢𝐠𝐞𝐧𝐜𝐞 (𝐀𝐈) 𝐞𝐭𝐡𝐢𝐜𝐚𝐥𝐥𝐲?” This was a key topic we discussed at Nehemiah Entrepreneurship Community‘s recent Global Forum on Kingdom Business and Artificial Intelligence. Whether we measure AI headlines or AI-related stock prices, enthusiasm for AI today is frenzied. As it synthesizes massive amounts of data in seconds and delivers answers to problems we never considered asking, AI is disrupting every industry by creating exponential improvements to efficiencies and creative content at a speed we’ve never seen. Unlike tools of the past, AI continually LEARNS from vast amounts of data, enabling it to perform NEW tasks and create NEW content without having to be programmed. The result? 𝐇𝐮𝐦𝐚𝐧𝐬 𝐚𝐫𝐞 𝐝𝐞𝐥𝐞𝐠𝐚𝐭𝐢𝐧𝐠 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧𝐬 𝐭𝐨 𝐀𝐈 𝐚𝐭 𝐚 𝐛𝐫𝐞𝐚𝐭𝐡𝐭𝐚𝐤𝐢𝐧𝐠 𝐫𝐚𝐭𝐞. This opens new windows of opportunity, but it also creates new risks: • Economic Risk: AI is already displacing jobs, and even though new jobs will be created, it will likely not be for the same people. • Legal Risk: AI scrapes large volumes of information, which may be stolen, inaccurate, or misrepresentative. • Security and Privacy Risk: AI can collect and track enormous amounts of information, often without our knowledge, which can lead to privacy and security breaches. • Environmental Risk: AI consumes ten times more computer energy than traditional IT applications, threatening to create a burden to the grid. • Decision-Making Risk: AI has no moral center. AI’s morality is shaped by the biases of its human trainers – intentionally or unintentionally. Unfair or unsafe decisions can result from biases or incorrect data. How do we navigate all these risks? 𝐖𝐞 𝐜𝐚𝐧 𝐬𝐭𝐚𝐫𝐭 𝐛𝐲 𝐫𝐞𝐚𝐥𝐢𝐳𝐢𝐧𝐠 𝐭𝐡𝐚𝐭 𝐀𝐈 𝐢𝐬 𝐚 𝐛𝐫𝐢𝐠𝐡𝐭, 𝐞𝐧𝐭𝐡𝐮𝐬𝐢𝐚𝐬𝐭𝐢𝐜 𝐛𝐮𝐭 𝐧𝐚𝐢𝐯𝐞 𝐜𝐡𝐢𝐥𝐝. And as Graham Nash encouraged in his song, we need to “teach our children well. “ 𝐇𝐮𝐦𝐚𝐧𝐬: 𝐓𝐞𝐚𝐜𝐡 𝐘𝐨𝐮𝐫 “AI 𝐂𝐡𝐢𝐥𝐝𝐫𝐞𝐧” 𝐖𝐞𝐥𝐥 How do humans responsibly raise any child? By teaching then right from wrong. If AI is not taught ethical values, it can make unexpected or unethical decisions. For example, self-driving cars need to be taught to prioritize people’s safety over speed. Customer service AI applications need to be taught to value customer relationships and avoid making discriminatory decisions. Values must be taught intentionally. Children taught right from wrong can make better decisions when they are apart from their parents. In the same way, AI requires ethical guardrails to make informed choices. 𝐂𝐫𝐞𝐚𝐭𝐢𝐧𝐠 𝐄𝐭𝐡𝐢𝐜𝐚𝐥 𝐆𝐮𝐚𝐫𝐝𝐫𝐚𝐢𝐥𝐬 I help organizations proactively navigate the risk of high-stakes strategies. How humans are going to deploy AI is high-stakes. Proactively thinking through the ethical risks of AI is our moral responsibility. It is simply good risk management. Before we mindlessly check “agree” and start randomly deploying AI applications across our organizations, we need to regularly ask the following questions to establish ethical guardrails: 1. What Values are Core to Our Business? Nehemiah Entrepreneurship Community is a global nonprofit that helps entrepreneurs build businesses grounded in their values and their faith. They encourage founders to clarify their values and life purpose— even before drafting a business plan! Aligning business strategy with personal values simplifies decision-making and ensures employees and partners, and supporters are on the same page. In the same way, getting clear on your core values will help you train your newest team member, AI, to understand what is most important to your organization. 2. Where Do We Want People to Add the Greatest Value? Efficiency is often the driver of technology deployments. But people are our most treasured asset, and humans are designed for relationships. As you make decisions about where to use AI in your organization, bias towards using AI to SUPPORT people (instead of eliminating them) in order to help them deliver value propositions as shining stars. 3. Where Can We Delegate to AI to Improve Experiences? Keep the end in mind as you delegate to AI. Prioritize how new tools can improve customer, employee, and supplier experiences while also enhancing speed and efficiency. 4. How Are We Guiding AI to Make Ethical Decisions and Use Trustworthy Data? Think through the ethical conundrums AI may encounter. Just as you teach children right from wrong, ensure your AI teammate is using trustworthy data and has been given adequate context to make ethical decisions. This may require getting under the hood of the tools you are deploying. 5. Are We Keeping a “Human in the Loop”? To provide governance, humans need to continually check in on how AI is actually making decisions. Establishing escape routes for when technology fails and ensuring humans can quickly step in can reduce frustration and preserve relationships. As the environment changes, you will need to provide AI with updated context and decision-making guidance. So yes, despite the risks, humans CAN use Artificial Intelligence ethically. But only if humans step and LEAD. After all, AI needs us humans to be the grown-ups in the room! Fast Track Tips If you find the idea of creating ethical guardrails for AI resonates, here are three tips to fast track results: 1. TALK ABOUT IT: At your next team meeting, share this article and discuss how it applies to your organization. You might also bring this list home and discuss it with your family. Openly discuss the real-world benefits of AI and the implications of NOT having ethical guardrails around this powerful technology. 2. SET A DEADLINE: Define a timeline to establish your own guardrails and give yourself an incentive/consequence for at least having drafted answers to each question. It’s a living document, but start with your best ideas for now. (Discussing your values is always a great starting point to kickoff the discussion.) Then put in place a time to talk about it each quarter. 3. START WITH WHAT YOU HAVE TODAY Inventory the AI applications you are CURRENTLY using, both personally and professionally. For each one, evaluate the current limitations/risks of AI, possible consequences, and how the guardrails apply. Where do they fit as a member of your “team”? You
Two lessons a horse race can teach about high-stakes strategies
When Mystik Dan won the 150th run of the Kentucky Derby, it was a history-making photo finish. Despite the 18:1 odds, the three-year-old colt hugged the rail and edged out a field of 19 other aggressive competitors who were right on his heels. It was one of only 10 nose-to-nose finishes in the race’s history. And to have three horses finish a nose apart, you have to go back in the record books to 1947. Officials, fans, and pundits poured over videos of the two-minute race to understand exactly what happened. How did this unlikely horse win one of the biggest competitions in the horse racing world? I see two valuable lessons for EVERY leader driving a strategy when the stakes are high: #1. Establish your positioning quickly –and firmly hold on to it! Though he wasn’t the first out of the gate, Jockey Brian Hernandez quickly secured a position at the rail, the shortest path around the track. This is where he knew Mystik Dan could best play to his strengths. Clarifying your strategic positioning in the marketplace allows you to play to your strengths too. Your strategic positioning defines who you are, your unique identity, what you stand for, who you serve, and the outcomes you deliver. Positioning is the foundation that drives your message and your brand. It is authentic. Your strategic positioning doesn’t change, no matter who you talk to. When you have this clarity, decision-making is easier for everyone on your team. It also attracts the right employees, partners, funders, and customers to join you in the journey. #2. Seize windows of opportunity –even if you risk getting bumped around! A horse race can be messy and chaotic, with lots of surprises. Despite the other horses bumping into and around Mystik Dan, a little daylight suddenly opened up. The colt immediately shot through that spot and seemed to find another gear, surging to the finish. When you are driving a new strategy, you risk getting bumped around too. Potholes and roadblocks during implementation often cause anxiety, and many leadership teams get derailed. Mystik Dan and his team – the owner, trainer, and jockey – knew when they entered to race in the Kentucky Derby that it wasn’t going to be easy. They established a “What If? Rhythm”. Instead of wringing their hands, they planned for the uncertainties. You, too, can establish a “What If” Rhythm” as you plan to implement your high-stakes strategy. When you and your team plan for uncertainties, you need to consider different ways to recover from disruptions from all sides. But you don’t stop there. Risk isn’t all about the downside. You also need to consider how you will be ready to seize windows of opportunity when they arise. Just as Mystik Dan was prepared and physically able to surge ahead when a gap opened up, you can establish a “What If? Rhythm” so leaders are ready to capitalize on fleeting moments of advantage for their organization. This means staying vigilant and adaptable, ensuring you have reserves and the capacity as a team to step up or pivot whenever necessary. For Mystik Dan, the stakes were high. Many had counted him out. He didn’t win by a mile. And it wasn’t necessarily pretty. Despite the risks, Mystik Dan and his team de-risked and executed a strategy that accomplished their big idea: to win the Kentucky Derby. Are you driving a new strategy when the stakes are high? With clear strategic positioning and a “What If “rhythm, you too can de-risk your strategy. You and your team can be more confident despite the odds. Because even when the odds aren’t in your favor, you can still win by a nose — or maybe two! I’d love to hear YOUR thoughts on this! How could this apply in your world? — Susan 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.