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.
How to Leverage “Pushback” to Get Your Strategy Back on Track
Last week, I hosted a Strategy Reboot Workshop that brought together leaders from around the globe. These leaders came with one shared purpose: to successfully launch a new initiative or get one back on track. Drawing on content from my upcoming book, “Fast Track Your Big Idea! Navigate Risk, Move People to Action, and Avoid Your Strategy Going Off Course” we explored the most common reasons strategies get derailed, discussed actionable solutions, and made sure each participant defined the first steps of their ” Reboot Action Plan” to get off to a stronger start next year. One particularly engaging question emerged during our conversations: What if a critical leader pushes back? Or is defiantly in disagreement? If you’ve ever led a high-stakes initiative, you’ve likely encountered resistance from someone influential. “Debbie Downer” or “Dan Disruptive” constantly questions the new direction long after the rest of the group is ready to move forward. The pushback can be frustrating and may even feel like sabotage. This is a pivotal moment. If one of the critical leaders or organizations you need to take action is not aligned to execute—your strategy is at risk. At this point, it may seem like the obvious answer is “Show him/her the door!” But after being part of hundreds of launches of products and processes, partnerships and companies, I’ve learned that resistance is often an untapped resource. When approached correctly, skeptics can become your strategy’s strongest champions. Here are three ways to turn their opposition into an opportunity: 1. Seek to Understand Their Concerns Resistance most often stems from legitimate concerns about risks, feasibility, or alignment. Instead of viewing criticism as an obstacle, consider it a chance to gather valuable feedback. You may have made incorrect assumptions, have blind spots about weaknesses in your plan, or underestimated the feasibility of executing. Instead of dismissing negative feedback, take time to understand their perspective. • What to Do: Schedule a private, open-ended conversation to hear their thoughts. Ask questions like, “What risks do you see?” or “What assumptions are you making that lead you to see that outcome as likely?” and “What would make this plan more realistic for you?” Listening with curiosity can uncover blind spots in your strategy. • Why It Works: Organizations that embrace dissent reduce the risk of groupthink and make better decisions. Charlan Nemeth, in “In Defense of Troublemakers,” argues that dissenting voices stimulate creativity and improve outcomes. I’ve personally found that simply giving a naysayer the respect of listening to their concerns instead of dismissing them can help them calm down and think about possibilities. 2. Engage Them as Problem-Solvers Instead of sidelining skeptics, bring them into the fold. People resist less when they feel ownership over solutions. • What to Do: Assign them a role in solving the issues they’ve raised. For example, ask them to lead a pilot project or test their proposed improvements. • Why It Works: Participative leadership, where team members are engaged in problem-solving, leads to higher commitment and creativity. I’ve seen repeatedly that when people have the opportunity to put their fingerprints on a solution, it magically is perceived as better! 3. Show Them the Big Picture Skepticism often arises when leaders or team members don’t understand how their work fits into the larger vision. People want to feel that their contributions matter and align with a greater purpose. By illustrating the strategy’s broader goals and their critical role in achieving them, you can transform doubt into enthusiasm. • What to Do: Paint a clearer vision of the specific outcomes you strive to deliver. Explain the role these people will play and the impact they can have. Share anecdotes and data about how achieving a more significant purpose was only possible when engaged leaders stepped up despite the odds and improved the solution. • Why It Works: Research from the NeuroLeadership Institute shows that linking tasks to a clear purpose activates the brain’s reward system, increasing motivation and engagement. Daniel Pink’s book Drive: The Surprising Truth About What Motivates Us emphasizes that people are driven by autonomy, mastery, and purpose. By aligning their role with these elements, you help skeptics feel more invested in the outcome. When you bring people into the bigger picture, you turn doubt into clarity and resistance into advocacy. Turning Resistance Into Momentum The success of your strategy isn’t all about your perfect plan – it’s about rallying the right people. Even great strategies fail when people are confused, skeptical, or not aligned. You can transform opposition into momentum by listening to concerns, inviting skeptics to problem-solve, and connecting their efforts to a compelling vision. Pushback isn’t something to fear! It’s a chance to refine and strengthen your strategy. The next time you encounter resistance, lean in. You can turn “Debbie Downer” and “Dan Disruptive” into “Dedicated Danielle” and “Decisive Derek” – and actually have fun doing it! Ever run into pushback that threatened to derail a big initiative? I’d welcome your thoughts and lessons learned. -Susan 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 here to receive practical insights once or twice a month. To learn more about my upcoming book, “Fast Track Your Big Iddea” or to join the next “Strategy Reboot Workshop”, check out the rest of my website at www.gotomarketimpact.com. Your mission is too important. Don’t let it get derailed.
Five Signs Your Strategy Is Stuck
Did you start the year with a splashy launch of a big new strategy? How’s it going? If your answer is NOT a resounding “Excellent!” your strategy might be stuck. The problem is: You may not even know it! Here are five warning signs your strategy is stuck: 1. YOU’RE CONSUMED WITH WORK BUT NOTHING’S QUITE “DONE” Despite regular meetings and action plans, milestones are frequently missed and re-set. This often happens when the strategy isn’t aligned with the organization’s priorities, responsibilities are unclear, or goals are too broad to guide focused action. 2. KEY DECISION MAKERS FREQUENTLY SKIP MEETINGS Dwindling participation is another red flag. It may be that your organization does not have the capacity to execute this strategy. Or that it conflicts with another critical priority. You’ll need to address this alignment problem quickly, or it can lead to decreased productivity and morale. 3. “POLITE” RESISTORS ARE FILIBUSTERING If you encounter persistent resistance from teammates or stakeholders, don’t ignore the problem. They may be saying things politely, but they aren’t moving forward. Those resisting either don’t understand your strategy or you don’t understand their concerns. If your strategy depends on these people taking action, it’s time to address the disconnect head-on. 4. YOU’RE IN A DECISION VORTEX Are decisions taking longer than usual? A strategy that is unclear or too complex quickly leads to people feeling uncomfortable about making a decision. Or it may be that people don’t feel authorized to decide at all! When people are confused, decision-making will stall. 5. YOU ARE CONTINUALLY SURPRISED The market may be changing around you, and you need to adapt quickly. But you may also be surprised because you aren’t listening to the information people are trying to tell you. Even if it is bad news, you need to hear it. If even two or more of these signs ring true, your strategy may be stalled. It’s time to take action. A stuck strategy doesn’t just halt progress; it can also lead to missed opportunities, wasted resources, and a demotivated team. Growth plans get stunted, and employee turnover increases as frustration grows. The longer a strategy remains stuck, the harder it becomes to regain momentum. WHAT TO DO ABOUT IT? Even the best strategy will fail if people are confused, skeptical, or not aligned. Here are five things you can do immediately to get unstuck: 1. ASK HARD QUESTIONS Is this goal worth pursuing? Does it align with your company’s mission and the current market conditions? Is this strategy able to achieve it? What is the real consequence if this is not achieved? 2. INVITE PEOPLE TO SHAPE THE PLAN WITH YOU Involve your team and partners in the strategic planning process. Ask them for their input on what they think needs to change to get back on track. People are more likely to own the outcome when they contribute to the plan. 3. OPENLY DISCUSS RISK When risks, assumptions, and “What If” scenarios are openly discussed, and solutions to address them considered, anxiety goes down, and people can move forward. 4. UNSCRAMBLE DECISION MAKING Clarify roles and authority. Break down complex decisions into smaller, manageable steps to avoid paralysis. Make sure you aren’t the bottleneck. 5. COMMUNICATE UNTIL YOU’RE BORED HEARING YOURSELF. Communicate the strategy until everyone can explain it themselves. Communicate progress. Communicate setbacks. Communicate even when you don’t have all the answers. You Don’t Have To Stay Stuck It’s easy to overlook signs that your strategy may be stuck, but ignoring them can lead to wasted time and resources. Taking action now can ease frustration, reduce anxiety, and create momentum. Why wait? I welcome your thoughts– ( and any warning signs YOU’VE seen to add to the list!) – Susan 𝑻𝒉𝒊𝒔 𝒂𝒓𝒕𝒊𝒄𝒍𝒆 𝒊𝒔 𝒑𝒂𝒓𝒕 𝒐𝒇 𝒎𝒚 𝒏𝒆𝒘𝒔𝒍𝒆𝒕𝒕𝒆𝒓, “Fast Track Insights,” 𝒘𝒉𝒊𝒄𝒉 𝒆𝒒𝒖𝒊𝒑𝒔 𝒂𝒏𝒅 𝒆𝒏𝒆𝒓𝒈𝒊𝒛𝒆𝒔 𝒍𝒆𝒂𝒅𝒆𝒓𝒔 𝒘𝒊𝒕𝒉 𝒑𝒓𝒂𝒄𝒕𝒊𝒄𝒂𝒍 𝒘𝒂𝒚𝒔 𝒕𝒐 𝒎𝒐𝒗𝒆 𝒇𝒐𝒓𝒘𝒂𝒓𝒅, 𝒘𝒉𝒆𝒕𝒉𝒆𝒓 𝒕𝒉𝒆𝒚’𝒓𝒆 𝒍𝒆𝒂𝒅𝒊𝒏𝒈 𝒂 𝒏𝒆𝒘 𝒔𝒕𝒓𝒂𝒕𝒆𝒈𝒚 𝒐𝒓 𝒈𝒆𝒕𝒕𝒊𝒏𝒈 𝒐𝒏𝒆 𝒃𝒂𝒄𝒌 𝒐𝒏 𝒕𝒓𝒂𝒄𝒌. 𝑪𝒍𝒊𝒄𝒌 𝑺𝒖𝒃𝒔𝒄𝒓𝒊𝒃𝒆 𝒂𝒕 𝒕𝒉𝒆 𝒕𝒐𝒑 𝒐𝒇 𝒕𝒉𝒊𝒔 𝒑𝒂𝒈𝒆 𝒊𝒇 𝒚𝒐𝒖’𝒅 𝒍𝒊𝒌𝒆 𝒊𝒏𝒔𝒊𝒈𝒉𝒕𝒔 𝒍𝒊𝒌𝒆 𝒕𝒉𝒊𝒔 𝒐𝒏𝒄𝒆 or twice 𝒂 𝒎𝒐𝒏𝒕𝒉. 𝑻𝒐 𝒈𝒐 𝒅𝒆𝒆𝒑𝒆𝒓, 𝒂𝒏𝒅 𝒍𝒆𝒂𝒓𝒏 𝒂𝒃𝒐𝒖𝒕 𝒎𝒚 𝒖𝒑𝒄𝒐𝒎𝒊𝒏𝒈 𝒃𝒐𝒐𝒌 𝒂𝒏𝒅 𝒍𝒂𝒕𝒆𝒔𝒕 𝒘𝒐𝒓𝒌𝒔𝒉𝒐𝒑𝒔, 𝒈𝒐 𝒕𝒐 www.gotomarketimpact.com .
The Problem with Purpose-Driven
Do you want to lead an organization that is “purpose-driven”? Are you sure you’re ready? A purpose-driven organization defines success based on its impact on people, the planet, and eternity – as well as financial return. Whether you are a for-profit enterprise or a non-profit, a clear “WHY” can fuel people to accomplish great things, even in times of uncertainty. But purpose is not a panacea. According to Forbes, half of all nonprofits are destined to fail or stall within a few years due to leadership issues and the lack of a strategic plan. And research suggests there are personal consequences for leaders: big investments in corporate social responsibility efforts increase the likelihood of CEO dismissal when financial performance is poor. In my work to help organizations fast-track their strategy, I find leaders of purpose-driven organizations often get swept up with their inspiring purpose, but miss three fundamentals that are necessary if they are going to be successful: o A Purpose-Driven Organization Requires an Economic Engine “Why are we getting so hung up on the numbers? This project will save lives! It’s the right thing to do!” exclaimed the eager new board member. The room got still, and the CEO of the purpose-led organization quietly offered, “Because if we don’t have funds to operate, no lives will be saved.” In the excitement of creating a purpose-driven venture or launching a big initiative to make an impact, I see too many leaders underestimate what is needed to fuel their efforts. They jump in with both feet excited about the possibilities and figure “somehow” they’ll get the resources and funding they’ll need to make it work. o Purpose Makes Decision-Making More Complex You learned it in algebra class. The more variables in an equation, the harder the problem is to solve. When your organization commits to making a positive impact for people, for the planet, and for eternity (and delivering a positive financial return along the way), it gets complicated. For instance, B-Corp certification, a formal designation that a company is driven by both mission and profit, starts with a B-Impact Assessment comprised of 200 questions across governance and accountability, workers, community, environment, and customers. When you are truly purpose-led, decision-making goes from a game of checkers to five-dimensional chess with many more tradeoffs to be considered. o Purpose-driven Leaders are Held to a Higher Bar University of Colorado professor Irina Kopaneva researched how purpose-driven organizations communicate. She found that once employees joined a purpose-driven enterprise, employees expected much more transparency. They wanted to know how decisions were made, were quick to call out inconsistencies, and were more likely to challenge decisions that weren’t aligned with the mission. Even well-intended efforts to drive impact can be met with skepticism and perceived as virtue signaling or “green-washing” or “just marketing”. If you are serious about leading a purpose-driven organization, you better be ready to address these fundamentals. Here are three steps you can take right now to lead a purpose-driven organization more effectively: 1. Define a Realistic Business Model Creating an economic engine starts with a solid business model. You can think of your business model as your story, the way you achieve your mission by organizing all your resources to create and deliver value to those you serve. I’ve found a helpful way for everyone to “see” your business model is to use a simple tool called a Business Model Canvas (BMC) that shows all the moving parts on one page. The beauty of the Business Model Canvas is that it provides a common vocabulary for boards and leadership teams, and highlights processes across functional silos. It also forces clarity. You not only specify your mission and value proposition and who you want to serve, but you have to identify the key activities, resources, partnerships, and revenues you’ll need to keep the engine going. When I’ve used the BMC with clients, I ask leadership teams and boards to take a pass at their own view of the business model first, and then come together to compare notes. It’s always a learning experience for everyone involved and a reality check for many about how naive they were about what’s involved. Next time someone comes up with a great idea for a new initiative, ask them to draft a quick Business Model Canvas first, and then come talk to you. 2. Make Sure Purpose is Reflected in Your Performance Metrics Platitudes about “doing good” don’t stand up over time. What gets measured gets managed. Measuring profit is easy. But how do you measure impact on “people, planet, and eternity”? It’s too often left up to people to fill in the blanks themselves. This lack of clarity creates false expectations among employees and volunteers and funders and can damage trust when leaders make decisions that seem contrary to expectations. Instead, take the time to define how your purpose will be reflected in your day-to-day operational metrics, incentives, and capital allocation criteria – and even what things you celebrate! It can help people translate lofty aspirations into concrete implications for what they do in their own roles. Communicating your progress regularly will build credibility. This is not always easy. As McKinsey warns, “ Don’t kid yourself; there may be uncomfortable decisions to make and often hard tradeoffs as well.” But instead of meaningless posters on your conference room walls, doing this work will enable you and your team to translate your noble aspirations into how your organization works every day. 3. Decide to Be Transparent Even When It’s Not Pretty Marketing guru Deborah Malone CEO of The Internationalist, challenges: “Today’s social media environment with its constant sharing, commentary, advocacy, and criticism has dramatically shifted the rules of “doing good business.”. The assumption of responsibility and the adoption of greater transparency are now critical to how any brand or business plays its proper role in society.” Transparency is easy when things are going great. It’s a lot harder when times are bumpy. I’ve had more than one CEO say to me right before a press conference or an all-hands meeting, “Don’t let them ask questions I can’t answer!”. I get
A Balancing Act: Communicating when the Stakes are High
I was seated in a crowded cafeteria, surrounded by employees from every function. The atmosphere was tense. We were there to hear from the CFO of the company that had just bought ours. A studious-looking man walked to the front of the room. “Good morning. I realize you’ve got a lot of questions. I want you to know we bought this company because we believe it has potential. Unfortunately, it is losing $1M a day, and if we don’t change our direction, there will be no company. So we’re going to have to do some hard work to turn this around. I don’t have all the answers. But I believe that together, we do. There are a lot of uncomfortable decisions to be made. And yes, we will need to reduce costs — including people costs. But each of you has a unique opportunity right now to share your ideas and help us define the next chapter. You have ideas about things we can do differently or stop doing and ways we can work smarter. Our customers need us to change so we can be around for a long time and serve them even better. I look forward to hearing your ideas over the next few weeks.” With just a few words, I watched this unassuming leader help us start to get aligned for a new chapter. His brief comments were a model for communicating when there is a lot on the line. And it came down to balance. Every leader needs to communicate well, but when it’s high stakes, it’s different. You have limited time, limited resources, and the consequences are severe. In my work with clients driving high-stakes strategies, I’ve found leaders who get this right strike a balance as they communicate and get faster results. If not, they waste time and energy. Leading a high-stakes strategy is a lot like riding a see-saw. The risk is high but the reward is high too. It’s not about optimizing one side OR the other: it’s a balance. Keep these four “balancing acts” in mind to communicate effectively when the stakes are high: o Be Transparent about the Risks AND Willing to Explain What it Means When our new CFO told us we were losing $1M a day, it was a shock. No one had ever told the employees this hard truth before. All of us were working hard in our own silos, but we didn’t know the big picture or the consequences. The transparency itself was a gift. It provided context for why hard decisions had to be made. But that was only the beginning. Leaders who want to get people aligned during bumpy times are willing to take the time to explain why it’s important to solve the problem together. When people understand the facts of the situation and the outcomes they’re striving for, people can get out of their silos and work together faster. o Provide Clear Direction about the Destination AND Be Open to Ideas about How to Get There When anxiety is high, people want to be able to do something quickly to make things better. A call to action that is specific and doable can help people feel more in control and empowered because they can have an impact. But ironically, this is not the time to direct every detail from the corner office. By inviting those on the front line to contribute ideas and identify opportunities for improvement, you can build a sense of collective ownership for the new direction. Giving people the opportunity to understand and tackle problems together builds alignment in lots of small steps. And it starts with listening. o Stay Optimistic about the Outcome AND Realistic about the Journey I am genuinely optimistic. I was just wired that way. But I have learned that when people are dealing with hard issues, they don’t want too positive a perspective. Or a pep talk. They just want the truth. A high-stakes strategy requires placing big bets on a new vision. Everyone knows that the road might get bumpy. We all want leaders with a strong vision for what’s possible. But we also want leaders to be honest with us and share the truth about what’s ahead. Whether you lead a small team, or a large organization, balancing optimism and realism can help build credibility and trust. o Convey Urgency about the Results AND Calmly Convey the Why I often hear senior leaders complain that people “just don’t have enough urgency.” A sense of urgency about creating results is good. When people are internally motivated, work gets done faster, decisions get made more quickly, and customers and beneficiaries are served faster. But when a new strategy requires a big change, everything can feel like a crisis. The “thinking brain” turns off and the “survival” brain takes over – and people cannot hear you. No amount of loud, dramatic fist-pounding is going to get people to sustain change. They may jump at first, but they get numb. If you need people to quickly shift direction, calmly and objectively help them understand WHY something is a priority. People will hear you better. I know leading a high-stakes strategy can be a lot of work. The see-saw of risk and reward can be overwhelming. But when you start making this balancing act a rhythm when you communicate, you’ll be surprised by all the people who will want to join you — and you can have more fun! I look forward to hearing your thoughts:) –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.
Getting Lost When People Don’t “Get” Your High-Stakes Strategy
The CEO slammed down the phone, exasperated. “We just need more customers and investors who GET IT!” When you’re driving a high-stakes strategy, getting people to come along with you takes work. When they don’t, it can be frustrating. The problem is that a NEW idea is perceived as risky. People evaluate your strategy– and whether to join you — in light of how they view that risk. You could call it discerning. Or you may call it stubborn. But it’s human. That’s what Everett Rogers figured out. He grew up on a farm in western Iowa. As a student at Iowa State, he worked on new technology to improve corn yields by 20%. The potential to feed millions inspired him. But when he shared this powerful innovation with local farmers, he got frustrated. His big idea fell on hard soil. Not even his dad was interested! Even after Rogers persuaded the farmers to see how it worked in one field, it took up to 7 years for them to adopt it for their whole farm! Rogers was baffled. What makes some people jump on innovation and others seem to wait for years — or lifetimes? Rogers’ research found that all of us tend to fall into one of five groups when adopting a new idea: innovators (2.5%), early adopters (13.5%) early majority (34%), late majority (34%) and laggards (16%). Everett Rogers had gotten lost persuading the wrong people with the wrong approach. To get a new idea off the ground, focusing on innovators is critical. But getting solid market adoption requires a different approach for each group. Tech innovator Geoffrey Moore took it a step further. He found that getting visionaries ( the innovators and early adopters) to join you is actually the EASIEST step. The most DIFFICULT step is when you are “crossing the chasm”, trying to get your big idea adopted by those darn pragmatists ( the early and late majority) who see more risk in jumping on your bandwagon. THE HARD TRUTH: To get people to adopt your new idea, you need to address the needs of EACH group and their own UNIQUE perspective. WHY DOES THIS MATTER? When you are driving adoption for a high-stakes strategy: it’s not about YOU. It’s about THEM. Solving a real problem with a solution that works is table stakes. But to persuade funders and customers and partners and employees to join you, you must make sure people have what THEY need to say “yes”. What THEY need will be different, depending on how they see the RISK. In my work with organizations launching high-stakes strategies, I find leaders easily miss this point. They can fall in love with their big idea to change the world and are baffled when others don’t “get it”. I see leaders become impatient and frustrated and even angry when people take too long to make a decision. I understand. This is hard. It’s high-stakes, and high-stakes is different. Implementing a high-stakes strategy can be a minefield. You have limited time, limited resources, and severe consequences. But when you lose your cool, you’re wasting energy and losing momentum. You’re getting lost. When you get lost on a trip, a “You Are Here” signpost can help to get your bearings. In driving a new strategy, the same thing is true. So, where are you in your Market Adoption Journey? If you’re getting lost, step back and look for signposts. Consider: · If you’re a start-up: Are you staying laser-focused on the innovators and early adopters who are ready to say yes faster? Or are you wasting your time doing dog-and-pony shows for anybody who will talk to you and has money? · If you are scaling: Have you adapted your approach for this stage? Are you ready with data and references and implementation plans and stories and proof points that the pragmatists will need to help them feel comfortable with the risk? Or are you still using the same whizzy pitch deck and demos you used for the visionaries? All these groups are important! But they need DIFFERENT things from you. Don’t get LOST trying to convince the wrong people at the wrong time or using the wrong approach. By realizing where you are in your Market Adoption Journey you can get your bearings and focus on what you need to do NOW. · You can TARGET the right groups for the right stage of your strategy. · You can be PREPARED to address the unique needs and objections of each group, so they are comfortable saying “yes!” · You can FOCUS your energy and fast-track results. Yes, a high-stakes strategy is different. But by being clear about where you are in the Market Adoption Journey you can avoid losing your way. As the signposts say, “You Are HERE!” – and you CAN do this! I look forward to your thoughts! –Susan #leadership #strategy #riskmanagement #innovation #business This article picks up on an earlier article you might find helpful, “Your Strategy Journey: Do You Know What Stage You Are In?” It’s part of my newsletter series, Driving a New Direction to equip and energize leaders with practical ways to move people forward, whether you’re leading a new strategy (or getting one back on track!). Subscribe to get notifications of new posts (and updates about my next book about how to fast-track your strategy!) And please don’t be shy about sharing, leaving comments, or dropping me a private note with your own reactions or ideas. I’d love to connect and talk about your own high-stakes strategy and what you’re learning. Susan.schramm@gotomarketimpact.com
Your Strategy in One Word?
Can you describe your strategy in ONE WORD OR PHRASE? For most leaders, It’s not developing a strategy but COMMUNICATING it that’s the problem. In my work with CEOs and boards driving a new direction, I often hear:o “Why don’t they get what we do?”o “They don’t seem to understand why we’re different.”o “We need a better message.” Here’s the hard truth: Even the BEST strategy will FAIL if people are confused, skeptical, or not aligned. And it starts with COMMUNICATING. The best way to start is to answer “WHY”: What problem are you solving? Then the challenge is to distill that idea down so that people understand it. There are a lot of people who need to know: your funders, employees, customers, suppliers, partners, and even your community. If everyone “gets” your WHY, they can understand HOW to do their part. And they can tell others. My favorite story of a one-word strategy is FedEx. When writing a paper in college in the 60s, founder Fred Smith saw a problem: Getting time-sensitive goods somewhere FAST (think replacement parts for critical machines, or medical supplies). The mail was slow. Private delivery services were expensive and iffy. The WHY was clear: “Deliver packages reliably overnight.” HOW to do that would require lots of new ways to align people and trucks and systems. But the WHY was clear –- and everyone “got it”. But that wasn’t simple enough. After he formed his company, Smith wanted to make sure everyone was on one page to execute the strategy. He wanted every person on the team to understand and be able to confidently take action to do their part. The story goes that he distilled the WHY down to one term “10 AM”. This was disruptive: Not just delivery “overnight” but delivery ANYWHERE by 10 AM the next day! What’s the goal? “10 AM” What’s the strategy? “10 AM”What’s my part in it? “10 AM.” Every employee, every supplier, every partner and investor, and every customer “got it”. There were still LOTS of unknowns and risks to figure out — but every person was able to understand the goal and could work on their own part of HOW. Today, FedEx is a $93B company.And it all started with being able to explain WHY in a simple phrase. Do you know your own WHY? How can you explain it simply so people “get it”?The impact can be powerful. I’d love to hear your thoughts.