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Considering Strategy.

[This article is part of a series of articles focusing on my professional experiences over the past 5 years.]

The design and development of a core strategy is a large part of who I am and I how I operate. Strategy is about understanding constraints, setting clear expectations, and formulating a vision of the future that other participants can get behind. It’s unlikely, although not impossible, to find someone who is adverse to the articulation of at least a high-level strategy, independent of domain.

In principle, this is an ideal situation. Reality paints a slightly different picture.

First, while everyone appreciates strategic thinking, not everyone thinks with a strategic mindset. On the far-end of the spectrum, if you are action-oriented, you’re less likely to focus your primary attention on a strategic narrative. To you, a strategy is simply a guide; real progress is driven from a tactical/operational approach (“quick action”). Neither method is wrong, but focusing too much attention in one particular area can lead to difficulty.

Secondly, just because someone is supportive of an endeavor, doesn’t mean that they have a vested interest in its success. After all, people have their own agendas and your agenda may not necessarily align. Tying your strategy to a high-level strategy doesn’t necessarily help; the connection helps offer some credibility, but it still does not address the competing agenda issue.

Finally, strategies that are described in a manner that are foreign to the reader, whether that’s presentation length, content, or format, are less likely to be recognized as “valid” and/or “organizationally appropriate.” If your language is deemed too abstract or “complex,” the likelihood of assimilation is substantially less. Participants will take great pains to avoid hurting their self-esteem; “self-handicapping”(+) is one strategy:

Def. Self-handicapping involves the placement of real or artificial obstacles in anticipation of failing performance. In the context of a strategic presentation or follow-up, I’ve witnessed participants use “time availability” has one such handicap.

Ultimately, a strategy is nothing without the necessary action behind it. Convincing others that your strategy is the right one requires the ability to sell your vision. I’ll expand more upon this in a future post