strategy – Page 3 – Reimagine. Strategy.

March 10, 2025

Sharpening your Razor

It’s Book Club week (join us here if you’re curious—no reading required, and this week’s theme is True Riches) and in preparation I was reading The 5 Types of Wealth by Sahil Bloom.

One of his core ideas is this: “Everything comes from what you put first.” He recommends developing a “life razor”, explaining a razor as a principle that allows you to quickly remove unlikely explanations or avoid unnecessary steps to simplify decision making. (He provides a few examples, such as Hanlon’s razor: “Never attribute to malice that which is adequately explained by stupidity.”)

February 3, 2025February 3, 2025

Filter not Inventory

Last week, I wrote about one reason not everyone in your organization will be able to see themselves clearly in your strategy. Today, we’ll explore a second reason.

Sometimes, in an effort to make a strategic plan thorough and inclusive, we see it as an inventory of everything we currently do.

A strategy is not an inventory—it’s a filter.

January 27, 2025

A Flattering Mirror

I often hear clients talk about the importance of all staff being able to “see themselves in the new strategy.”

It’s an appeal for relevance and inclusion, and I get it. But it’s the role of strategic leaders to help each person see themselves in the strategy—it’s not the role of the strategy itself to reflect everybody’s work.

January 20, 2025January 27, 2025

Strategic Leadership

Strategic planning is not just for corporations—lots of my one-on-one coaching work feels like strategy-building for individuals too. And that’s a space I’m curious about—as group activities that also apply to individuals, and vice versa.

So over the next few weeks, I’m going to write about what strategic planning is and isn’t, and I’d invite you to view it through both an individual and collective lens, as I suspect it will apply to both.

February 12, 2024

Trust the Process

Have you ever been asked to “trust the process?”

It’s something I’ve invited groups or coaching clients to do, out loud and far more frequently in my head.

Why? Because the process of strategy building or navigating transitions can become fuzzier before it gets clearer, and if you give up on it too soon, you might be doing so just before the fog clears.