This framework hits differently when you're a new manager facing your first hard choice: who gets the promotion, which project gets resources, which team member needs a tough conversation.
"Keeping options open" feels safe. Making the hard choice feels risky.
But your team can't execute on ambiguity. They need you to decide what matters, even when you're not 100% certain.
The transition from IC to manager is learning that clarity beats certainty.
I would also add a good strategy takes time to build. In my opinion, a SWOT analysis can uncover what is important for a team or organization which can then drive objectives. To your point, a role of a strategy is to make those hard decisions.
Good point. I would also encourage leveraging the people in the trenches, doing the work to react to and provide feedback on a strategy. They can provide a lens that maybe isn’t clearly visible to leaders.
Hard choices matter, but they’re not enough. Strategy isn’t just about picking a direction; it’s about ensuring day-to-day decisions stay aligned with leaders’ intent after the meeting ends.
Had this conversation yesterday with a potential new client:
“Everyone can use what we offer…”
Oh boy…
“there are 4 of you”
Strategy is a stepwise progression of picking your battles, planting a flag and moving forward.
I worked with this client 5 years ago. They are the same size as when I left and did not implement a single thing I said.
I think they are listening now.
Thank you. That’s both frustrating and revealing. I see it often too.
It is frustrating, has also unfortunately for them but good for me, been lucrative
This framework hits differently when you're a new manager facing your first hard choice: who gets the promotion, which project gets resources, which team member needs a tough conversation.
"Keeping options open" feels safe. Making the hard choice feels risky.
But your team can't execute on ambiguity. They need you to decide what matters, even when you're not 100% certain.
The transition from IC to manager is learning that clarity beats certainty.
That’s exactly how I see it. Thanks for sharing your experience.
The role of strategy is to make hard choices easier.
Nice choice of words!
I would also add a good strategy takes time to build. In my opinion, a SWOT analysis can uncover what is important for a team or organization which can then drive objectives. To your point, a role of a strategy is to make those hard decisions.
Thank you for adding your insights. The key thing is to use a framework that ensures you cover all the issues
Good point. I would also encourage leveraging the people in the trenches, doing the work to react to and provide feedback on a strategy. They can provide a lens that maybe isn’t clearly visible to leaders.
I personally spend hours with frontline colleagues. It really helps to ground the strategy in reality.
Awesome! It also shows that their feedback is valued, which can help with intrinsic motivation.
Hard choices matter, but they’re not enough. Strategy isn’t just about picking a direction; it’s about ensuring day-to-day decisions stay aligned with leaders’ intent after the meeting ends.
And that’s really hard. Strategic alignment is the essential principle here.