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.
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.
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!