Why strategy is a leader’s best friend
/JUST. ARTICULATE. A. STRATEGY!!!!!
If I could name the biggest factor leading to inefficient use of resources, overwork, de-motivation, and burnout that I witnessed and experienced over the course of my own 30-year career, it would be this:
Lack of clearly articulated strategy.
It’s the elephant in the room no one seems to want to acknowledge in the quest for increasing productivity and returns.
I’m all for growth, moving fast, experimentation, trying new ideas, getting creative—at the right point along the journey.
At some point, you need to pick something, stick with it, develop an elegant, integrated strategy to implement it—and then communicate it widely, clearly, and repeatedly, while also devoting resources to it.
I can’t tell you the number of times I’ve operated without either an articulated strategy or any resources devoted to it—and it’s a constant source of frustration (and conversation) for my clients.
Lack of strategy leads to de-motivation and burnout because without strategy, we don’t know where to place our concerted efforts in order to work towards success.
Without a coherent strategy as our orientation point, we end up expending energy everywhere, which dilutes the impact of our efforts.
Then, because our efforts aren’t focused on a strategy that gets us somewhere, they aren’t rewarded. We’re working hard, but not getting the gratification of seeing a real impact and being rewarded for it.
It’s like trying to sprint a marathon, but no one decided where the end is or what “finishing” looks like—or gave us any water to drink along the way.
Or, maybe there IS a strategy, but no resources devoted to it. So, it becomes another to-do list along with our other million to-do lists, and more often than not, they are all “priorities,” (because how can you prioritize when there’s no strategy?), so it’s impossible to determine where to focus our energies.
So, we overwork to compensate for the lack of resources or strategy, feel overwhelmed because we don’t have adequate resources to do high-level work, and end up doing a whole lot of work we’re not all that proud of because we weren’t set up with the conditions we need to do great work and make an impact.
This is incredibly de-motivating.
The burden of bad strategy flows downstream.
One antidote is to create a good strategy, and stick with it.
Another is to connect the dots—understand how lack of strategy or changing one mid-stream play out across the system. All too often, I see leadership teams change strategy without a real understanding of how this impacts teams at all levels. This is truly unfortunate—and avoidable.
If you are leading a team, please look at your strategies, objectives, goals and tactics—and communicate them clearly. Repeatedly. Look at what resources are devoted to implementing those strategies. If you don’t have resources to devote to a strategy, then I’m sorry to tell you… it isn’t a priority. Don’t pretend it is. That is bad leadership. If you insist it is a priority, then find resources for it; that is good leadership.
If you don’t have time to develop a strategy, then be clear and honest about the fact that that that IS your strategy.
Accept that there will be some wasted work along the way, because how can a team make good choices about where to devote resources and energy without a strategy? They can’t.
If you are being led and don’t understand a strategy, please manage up and ask. If there isn’t one, ask why. If you’re being asked to perform a task that isn’t aligned with a strategy, ask why you should execute it—get curious about the rationale behind to ensure it’s worth the time and effort. At the end of the day, we don’t always get to make that decision—but knowing what we’re working with is paramount if we want to do fulfilling work that actually helps us achieve our mission.
If you are consciously crafting a life you love, please look at your strategies, objectives, goals and tactics for achieving it. Look at what resources you’re devoting to implementing your strategies. If you don’t have resources to devote to a strategy, then I’m sorry to tell you… it isn’t a priority. Or, decide that it is, and reallocate your resources.
What’s true for life is true for work—because we’re humans. We want to do good work, and get the payoff from doing good work. That means making choices, and not others. That means devoting resources to some things, and not others. That means letting go of some things, and not others.
To be a humanful leader requires an understanding and acknowledgement of how strategy and lack of strategy impact our decision-making, autonomy, energy, and performance. Welcome to the paradigm shift.