I notice I struggle less with creating them than I do executing them.
Generally, ideas rush in, pick up speed, and momentum.
I get excited about where it fits, what it answers,
or how it links to something else.
But without fail, I hit resistance.
Some logistical – time and energy vanish; barriers pop up;
Ideas get second fiddle in the orchestra pit of life.
Some are internal struggles, doubts, or as Mitch Hedberg says, “convincing myself that what I thought of, ain’t funny”
[or in this case, useful]
Even as I’m writing this, my brain is grilling me:
“Where are you going with this? This isn’t interesting at all…
Don’t you have about 12 other things to do?”
[and here I thought we were friends.]
Like with many things, I’ve had to learn to accept the resistance.
And with that, recognize the patterns;
Times of day, days of the week, how much sleep I got, what I ate,
Even the pollen count
[I’m just saying it’s a serious list].
Documenting what stops my momentum
Makes me better able to work around them,
And not lose so many ideas before the hill gets too steep.
One of my favorite reads in the past year was Gary Gulman’s Comedy Tips: The Complete Collection.
A full year of…
Even though I do most of my client meetings online,
I never use notecards when I present.
At first, it was because questions from clients rarely followed a script, and sometimes things that had been important to clients I would have never guessed (nor thought about writing down).
But the main reason is that the
strategy doesn’t just distill down to a set of 4X6 index cards.
It’s trust.
Trust in the strategy,
And the strategist,
That every available data point has been reviewed,
Every competitive touchpoint assessed,
Every layer of expertise has been incorporated.
And not just from the strategist, but from the entire organization, that they, as a client, have been heard and understood, treated fairly, and will receive full attention and focus,
especially after they sign on the dotted line.
[And if anyone can make a 4X6 index card that fits all that,
I’ll be your spokesperson!]
I find that I don’t have to be Tolkien, Orwell, or Tolstoy.
However, a strategy can be enhanced with a compelling story.
If I were to parse it out, it would go something like –
Exposition- where we’ve been, what we’ve learned.
People, processes, and events that form
the character development of our companies.
Conflict- what the client is up against, what they are asking,
And what they need to succeed.
And finally,
Resolution- how we have built
A solution, denouement.
The strategy that drives the best possible outcome
And ending to this story…
Why am I building a strategy?
What is the client asking for?
Why did they come to us in the first place?
Sometimes, strategy plows ahead without stopping to make sure there is a true understanding of…
10 Years Working in Strategy
20 Years Teaching and Practicing Motivation
Over 40 Years Wondering What It All Means.
