Too often, leaders consider participating in strategy work or strategic planning as an odd combination of an earned privilege and necessary evil – a moonlighting job compared to their “real work” of delivering on revenue goals and operational metrics.
There are groans and eye rolls that go along with the commencement of the annual process. These come along with prognostications about how it is just a waste of time, that the same conversations will happen in the same way with the same outcomes. And yet, as much as people might complain about the amount of time and effort required to develop strategy, they complain even more if they are excluded from the process! Getting a seat at the strategy table is typically a sought-after form of recognition that belongs to an exclusive few and most will protect that seat at all costs.
Strategy development and execution are vital focus areas for leaders.
At Karrikins Group, we’ve seen three specific ways leaders struggle: A side hustle mindset, a group dynamic of recycling conversations, and an ineffective set of processes. Dr. Julie Williamson looks at these three challenges in more detail in the Strategy is Not a Side Hustle PDF.
