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.
Want Yes’s Faster? Avoid Skipping this Step.
Whether you’re choosing a seat, selecting a vendor, or funding a cause, it’s a lot easier to say “Yes!” when the choices are clear. Yet, one of the most common mistakes leaders make when launching a new strategy is to skip the step of clarifying “WHY YOU?” If you don’t define a clear niche, you risk that your big idea will falter. Having an answer to “WHY YOU ?” is fundamental to moving your strategy forward and getting Yes’s faster. But how can you do this? In working with client teams, I’ve found it’s easier to clarify your niche when you break the effort into two parts: • Part 1: Spot the gaps. Map out the landscape of organizations addressing the same problem you’re solving and who they solve it for. Dive into the nuances of their approaches. Identifying the white spaces can help you see opportunities to create a niche. You can also more easily see potential partnerships with organizations that are adjacent to your niche. Warning: Many leaders struggle with this step. Some may even start off a little cocky (“We’re the only ones on earth doing this amazing thing!”) but once they get into the details of mapping who’s out there, they can end up humbled and frustrated. That’s when we go to step two: exploring all the possible dimensions for your OWN differentiated niche. • Part 2: Explore every angle of what you do that could make you different. While you’re WHAT (your solution) might be groundbreaking, what is going to set you apart if competitors catch up? Start by brainstorming every strength you have, from every angle. Then ask: What about this is different from others? You might be packaging, or delivering your offering in a unique way, or providing a unique customer experience or serving a unique audience. You’ll be surprised by all the ways you can demonstrate you are unique. ( And if you aren’t, you could be!) This two-part approach to clarifying WHY YOU may sound deceivingly simple; but unfortunately it is often skipped in the excitement of launching a big new idea. Keep in mind as you do this work to clarify your niche: you’re not only making it easier for people to say “Yes!” faster. You’re also building a more confident team that can be clear and proud about what makes your organization exceptional! 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.
How to Drive Your Strategy at Warp Speed
Wouldn’t you like to be Captain Jean-Luc Picard, from the Star Trek Next Generation movies? He’s a visionary leader with big ideas to make the universe better. His strategies often involve finding peaceful solutions and respecting diverse cultures. His signature phrase: “Make it so”. As in, “Lieutenant, set a course for Starbase 12, warp factor 7. Make it so.” These three words convey his decisiveness and confidence that everyone will execute. It has become an iconic catchphrase, often used to signify the moment when a plan or command is set into motion. But what if people DON’T make it so? What if the people YOU need to take action – won’t? In working with boards and C-suite teams driving high-stakes strategies, I find leaders frequently get frustrated when people don’t quickly start supporting their big ideas. They figure their strategy is logical and makes sense. It just needs to be executed, right? “Make it so!” The problem is this: Even the BEST strategy will FAIL if people are confused, skeptical, or not aligned. What many leaders miss is that Captain Jean Luc Picard – and EVERY leader who successfully executes a high-stakes strategy – has to get really clear about WHO: Who is it that needs to take action? Many leaders make flawed assumptions when it comes to WHO. They make the mistake of underestimating the wide range of people who are going to need to do something new for their strategy to work. If people are surprised and confused by what you’re asking them to do, your initiative will be delayed, if not derailed. Sure, it takes work. After all, Captain Picard is regularly challenged to not only get the members of his leadership team, the crew, and the Starfleet Command all on one page – he often has to convince an entirely different species! You can think about WHO from two perspectives: “internal” and “external.” Your internal WHO includes (at least!) o You o Your leadership team o Employees o Contractors o Partners o Suppliers o Volunteers o Board members o Investors o Donors. All of these people need to be informed, aligned, and ready to do their part. When your internal WHO is informed early and clear about your new direction, they can bring their different perspectives and ideas to help you anticipate issues and get results faster. Your external WHO are all those people you don’t have as much control over but are also critical to your success. It includes (at least!): o Customers who invest in your solution may need to do things differently, such as changing their processes, training, or schedule. o Community stakeholders will need to fully understand what you are doing differently if you want them to recommend you to others o Industry associations, ecosystem partners, and even competition will need to play a part if you are striving to create a new industry standard or a movement. o Beneficiaries who use your solution (even if they don’t pay for it!) will still have to be clear on what they need to do differently to get the benefit. When you plan ahead for WHO needs to take action you will avoid confusion and speed results. Want to know two things you can do RIGHT NOW to ensure your next big strategy gets warp-speed results? 1. Start mapping out WHO needs to take action. 2. Create your plan to make sure they know, understand, and believe in what you’re doing – so they can move WITH you. The faster you focus on WHO, the faster you can boldly go! I’d welcome 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.
Four Ways to Help People “Get” Your Unconventional Niche
The CEO laughed nervously, “We are either going to seize an amazing niche and be considered brilliant – or we’re going to fail miserably because people just don’t get us”. When driving a high-stakes strategy and persuading others to join your cause, there’s a fundamental question: WHY YOU? A niche is a distinct segment within a larger market where an organization can meet the specific demands of target customers and effectively compete. In my research, I’ve found that the most common advice from funders is: “Make sure you’re very clear on why you’re different! ” In this very noisy world, If you don’t define a clear niche for your organization or your offering you simply won’t get heard. But choosing your niche can feel risky too! What if you’ve chosen a problem or a target market that is so different —people just don’t “get it”? Having a solution for a niche that nobody understands (and ignores) can be as dangerous to your strategy as not having a niche at all. It’s natural to question whether your chosen path, if too unconventional, will be understood or accepted. It can feel like taking a leap of faith into the abyss of the unknown, where failure looms large. Here are four practical steps to enlist support for your niche: 1. Make Sure Your Assumptions are Valid An assumption is a statement accepted to be true without proof. You’ve made assumptions about the problem and the consequences. You’ve assumed your niche audience is willing to invest in solving that problem. Drill into the assumptions you are making—and do some research — to make sure your assumptions are true. If they aren’t, shift gears. If they are, this information can help you challenge others’ assumptions with solid facts and language your niche will understand. 2. Show Your Solution Solves a Need I didn’t know I needed an electric toothbrush until I used one When skepticism is high, your target audience may need to “see it to believe it”. Whether through scenarios, prototypes, or pilots, bring both the need and the solution to life. Show a before and after. It can create “ah-ha”moments and build confidence among stakeholders. 3. Craft a Message in THEIR Language A clear message to persuade others answers “WHY” and “WHY NOW” and “WHY YOU”. Craft a message that resonates emotionally and logically for the niche you serve. When you use their own language and familiar examples, it helps your target audience understand the significance and potential impact of your unique approach. 4. Build a Community That “Gets It” Involve your target audience in this niche right from the start. Seek feedback, address concerns, and build a sense of ownership. Invite them to contribute and help shape your solution, your message, and your go-to-market. Their involvement not only enhances the credibility of your vision but also expands the network of advocates who “get it” and will be able to persuade others with you. When you are trying to seize a unique niche, and the stakes are high, practical actions like these can help you more easily enlist support. Yes, you are stepping out and taking a risk when you choose a bold niche! But YES you can be brilliant as you do! This article is part of my newsletter, “Driving a New Direction,” to equip and energize leaders with practical ways to move forward, whether you’re leading a new strategy or getting one back on track. Subscribe if you’d like insights like this once or twice a month. Explore my website to learn more about my upcoming book “FastTrack Your Big Idea!” and how you might leverage our De-Risk System for Impact℠ workshops . Or message me and let’s connect! – susan.schramm@gotomarketimpact.com