Strategy
Setting direction, making trade-offs, and thinking long-term
Week 20 Day 1: Your Team Cannot Absorb a New Vision Every Quarter
The fastest way to make a team stop listening to your vision is to change it every quarter. Vision fatigue is not about the quality of the vision -- it is about the frequency of revision....
Week 20 Day 2: The Cost of Constantly Changing Direction
Every strategic pivot has a hidden cost: the trust and momentum that were invested in the previous direction. That cost compounds, and leaders rarely account for it....
Week 20 Day 3: Vision Fatigue Is Real -- And You Are Probably Causing It
Vision fatigue does not come from bad visions. It comes from too many good ones. The leader who has a new great idea every month is more dangerous than the leader who has no ideas at all....
Week 20 Day 4: How to Repeat the Same Vision Without Sounding Repetitive
The leader's job is not to create a new vision. It is to communicate the same vision so consistently that the team can recite it from memory -- and then keep communicating it....
Week 20 Day 5: The Discipline of Strategic Patience
Strategic patience is the discipline of staying the course long enough for a strategy to work -- even when the early results are ambiguous and new opportunities look more exciting....
Week 20 Day 6: When to Update the Vision vs. When to Stay the Course
Strategic patience does not mean strategic rigidity. The skill is knowing the difference between noise -- temporary signals that do not warrant a response -- and signal -- genuine evidence that the di...
Week 20 Day 7: Assignment: State Your Team's Mission -- Then Ask Three People to State It Back
This week's assignment measures the gap between what you think you have communicated and what your team has actually absorbed....