Focus on what you want, are good at, and is needed. Can you help?

Last week, I wrote about starting the year with a strategic plan that looks both outward and inward. And this year, behind the scenes, my strategy has had some big changes.

How have you chosen your direction for this phase of your career? The best place to put your professional energies can be found at the intersection of:

  • What you’re good at
  • What you enjoy
  • What people need

For years, executive coaching brought these together for me. But there’s been a shift. There’s a fourth element in the mix:

  • What can scale

If you’ve got it, grow it!

Sometimes what you’ve got is enough. For years, one-on-one coaching was completely rewarding. But as my audience has grown, I believe that there’s a chance to be a bigger force for good in the world. So why not go for it?

In 2017, you’ll find my emphasis shifting from one-on-one coaching to online and offline courses, workshops, and experiences. The curriculum I helped develop for Harvard Business School touched tens of thousands of people. My goal by 2018 is to be developing and delivering online and offline courses, workshops, and experiences that help tens of thousands of people harness the tools of business in service of creating their extraordinary lives.

I need your help

Are you a helpful person? The missing puzzle piece is knowing what people need. That means you! So we can collaborate on meeting your needs. Would you mind giving me some quick advice, by answering three quick questions to help shape the courses being developed?

It will take about a minute or so. Answering the questions will be fun and exciting! And maybe, just maybe, answering will give you the body of a 20-year-old supermodel, make you win the lottery, and turn every piece of cardboard in your entire recycling bin into solid gold!!

(Truly, I said “maybe,” but do you really want to chance missing out?)

Click here to give some quick advice on what I should do in 2017.

Thanks very much!!

Have a great 2017!

Punt resolutions; use strategy, instead!

It’s January, and we all know what that means: time to set New Years resolutions that we’re going to break! The main things resolutions are good for is causing the gym to get way too crowded for the first six weeks of the year. You have a tool at your finger tips that will do far more for you than simply setting resolutions.

Skip your resolutions and set strategy, instead.

A strategy is a 50,000-foot view of your life or business. A good strategic plan gives you a roadmap for where to put your time and effort this year. It tells you what to say “yes” to and what to say “no” to.

As you know from my article on how vision and mission relate to strategy, your strategy for a year answers the question, “How can we further the company vision, given the realities of the markets, customers, and resources under our control right now?” Strategy is how vision plays out in today’s real world context.

But when you’re setting your strategy, make sure to approach it from both the outside and the inside.

Look Outside to Set Strategy

Your strategy depends on what’s going on outside your company walls. You need to develop a plan that makes you more desirable to customers than any of your competitors. That means knowing:

  • How do your customers think of you? What product category do they put you in? (Don’t assume you know. A yacht isn’t necessarily a vehicle. Rather, it may be a status symbol.)
  • Who else is in that product category? If you’re a yacht, are you competing against Toyota and JetBlue (transportation) or are you competing against Jetstream and Sotheby’s (status symbols)?
  • What advantage do you have over your competitors?
  • How can you best communicate that advantage to the market?
  • Who has the power in your ecosystem, and how can you increase your power?

One of my favorite books on external strategy is Co-opetition by Adam Brandenburger and Barry Nalebuff. If you’ve ever heard of Michael Porter’s “Five Forces,” Co-opetition goes one step further and deepens the model. Just the way Brandenburger and Nalebuff define competitive and complementary relationships is worth the cost of the book.

Strategy Looks Inside

Looking outside is only half of the equation. You also need to look inside when you formulate your strategy. If strategy is vision made real now, part of “now” is the resources you have under your control. You need to take stock of your resources and decide which resources will form the foundation of your strategy.

When you make ultra-yachts, two of your assets are your customer list (oodles and oodles of rich people), and your yacht design capabilities. If you base your strategy off your customer list, you will expand into other products and services that your current customers might want. Like platinum dinner place settings. If, however, you base your strategy off your design capabilities, you might instead expand into other kinds of yachts, or other sea-faring vessels.

My favorite book on internal strategy is Top Management Strategy by Tregoe et al. The book is 30 years old, but is pretty much just as relevant today as when it was written.

Treat yourself to a 3-martini lunch

If you don’t have a formal strategy session planned, then at least take a long lunch. And over lunch, review the vision/mission for your venture. Why are you in the game in the first place? Then ask yourself how that gets expressed in the world of 2017. Review your external factors—competitors, customers, suppliers, and so on. Review your internal resources, and decide which you plan to base your strategy on.

Then go for it. Give shape to your plans for the next year. Make sure to build in time to review and course correct, and get your year off to a good start. A New Years resolution might only last a couple of weeks, but a good strategy will support you for a year.

Leading by Example: Walking Your Talk … Under a Magnifying Glass

Why don’t my people just do what I say?

It’s a common refrain among my executive clients. Life at the top would be so much easier, if only “they” would “get it.”

In fact, your employees probably _are _doing what you say. You just may be saying things you don’t intend. It’s often not your broad proclamations that give direction; it’s the little things you do that have the biggest impact.

Your actions encourage and discourage behavior

Remember when you were a front-line employee. Executives’ actions were relentlessly scrutinized. A late arrival, a smile, or a nod could introduce chaos. A CEO I worked with was looking over his marketing department’s latest campaign. He frowned at a storyboard before strolling away.

Unknown to him, the team saw the frown, scrapped the campaign, and spent the weekend reworking everything from the ground up. When he found out, he was flabbergasted. He never thought a simple frown would change the team’s direction.

Your reactions to employees and their work will send signals. Remember this! If you notice yourself frowning or smiling, nodding or shaking your head when it may send the wrong message, stop. Think about the message you may have sent, and say or do whatever it takes to make sure your audience knows your intent.

Watch your words, too. A joke may not be a joke. A consulting firm’s Managing Director smiled and quipped “Remember, if you’re not here Sunday, don’t bother coming in Monday.” He was smiling. Everyone knew he was joking. And as one team member later told me, “I felt like I had to come in Sunday. Sure, he was joking. But he’s the Managing Director. Maybe it’s not 100% a joke.”

You lead by demonstration

Of course, the Managing Director was there Sunday, thus insuring everyone would know weekend appearances are mandatory. Your actions will, by demonstration, always be the most significant way you communicate standards of behavior and priorities to your company. The Managing Director cared deeply that his people have an outside life, and said so on many occasions. But his coming in on weekends spoke louder than his words in signaling acceptable behavior.

What you don’t do also matters

What you don’t say out loud, the actions you don’t acknowledge, and the signs you don’t show send powerful messages, as well. The messages sent by omission are harder to detect. After all, there‘s nothing there to examine! But there are things your employees might expect that aren’t forthcoming.

If you don’t acknowledge people, it can send a message that you don’t value their contribution. Different people need different acknowledgment. For some, it’s public recognition. For others, it may simply be mentioning “Hey, you did a really great job.”

If you don’t give feedback when someone does a poor job, you send the message that their performance is fine. If someone is screwing up, they deserve to know as early as possible. Otherwise, they’ll walk away with a message that does neither of you any good.

Common courtesy is increasingly rare, and its absence communicates a subtle lack of respect or lack of individual concern. A simple “Please,” or “Thank you” with a smile and direct eye contact takes only a couple of seconds. If you don’t have time even for that, then people will (rightly!) conclude they aren’t important enough to warrant your attention.

Making decisions in isolation quickly lets people know you don’t trust them. I have worked with companies in which the senior managers are very open with their big decisions, and other companies in which “we can’t tell them that” is a common refrain. As far as I can tell, involvement signals faith that your employees have something of value to contribute. When that involvement is missing, the message of distrust is loud and clear.

Not sharing bad news sends the message that everything is fine. It’s easy to keep bad news quiet, for fear of hurting morale. But framing bad news as a reason to rally builds a team instead of breaking it down. Shared challenge is the stuff of bonding. Use it!

A Great Business Leader Knows His Impact

Matsushita, one of history’s most successful businessmen, knew the impact he had on everyone around him. As this story shows1, he even appreciated the messages conveyed by what he didn’t do.

The father of $75 billion empire, Matsushita was revered in Japan with nearly as much respect and reverence as was the Emperor. And he was just as busy.

One day, Matsushita was to eat lunch with his executives at a local Osaka restaurant (Matsushita Leadership by John Kotter). Upon his entrance, people stopped to bow and acknowledge this great man. Matsushita honored the welcome and sat at a table selected by the manager.

Matsushita ate only half of his meal. He asked for the chef, who appeared in an instant, shaken and upset. The Great One nodded and spoke: “I felt that if you saw I had only eaten half of my meal, you would think I did not like the food or its preparation. Nothing could be less true. The food and your preparation of it were excellent. I am just old and can not eat as much as I used to. I wanted you to know that and to thank you personally.”

Concrete next steps

If you find yourself under the magnifying glass, here are ways of mastering the situation.

  1. Don’t get caught off guard. Schedule five minutes at the end of the day to review your day, note who you came in contact with, and simply ask yourself what messages you sent.

  2. Use the magnifying glass deliberately. At the start of the week, choose a message you want to communicate by example. Spend a moment or two identifying exactly where you can send the message, and how you have to behave to send it. Then do it.

  3. Check for messages of omission. During your daily review, ask yourself who you didn’t contact, but who might have expected it (you may not know who at first, but over time, you’ll learn). What message does the lack of contact send? What message will rumors of what you did do send to those who didn’t see/talk to you?

  4. Review company systems. To make sure you’re sending the same message as your company, review the systems once a year or so. Review your compensation plan: what does it communicate about company goals? What behavior does it encourage? Discourage? Review your decision making and feedback processes. Ask yourself if you’re omitting anyone or anything in those areas.

Communicate well!


  1. Matsushita story excerpted from Dr. Mark S. Albion’s Making-a-Life, Making-a-Living ML2 E-Newsletter #56. Free subscriptions and information on his New York Times Best Selling new book can be found at http://www.makingalife.com. ↩

More than one strategy is actually… no strategy at all.

Creating a strategy

My friend Carey’s business had stalled. Since I’m one of those people who loves to offer unasked-for advice (knowing the recipient will be eternally grateful), I offered some. “You need an overarching strategy,” I intoned, sagely. The unfathomable response, “Thanks, but no thanks. I already have lots of strategies.”

Lots of strategies? Hmm. You can’t have multiple overarching strategies at once. But Carey wouldn’t know that, because we’re never taught what a strategy is, or how to make sure you have a good one.

Do you have a strategy? For business? For life? Do you even need one? What is one?

Strategies Aren’t Tactics

People use “strategy” to mean a to-do item, but that’s not a strategy. That’s a tactic. Carey has 16 different products under development at once. Those aren’t 16 strategies; they’re 16 tactics.

A strategy is a directed plan you use to commit your time and action in a single direction. By aligning how you spend your time, your money, your resources, and your communication, you greatly increase your chances for success.

If Carey’s projects include designing a high-fashion clothing line for the Milan runway and opening a Veterinary Pet Grooming franchise, those will compete for time, attention, and dollars. When the clothing line needs another 5-gallon tub of sequins (I never said Carey had taste), that’s money that could have been spent on tick sponge-on. Neither business gets the full resources needed to insure success.

Set a Vision that Drives Your Work

Before you can create your strategy, you need to know where you want to end up. What’s the result the strategy is designed to produce? That’s the vision that drives your work.

Start your strategy by setting a compelling, substantive vision. A vision needs to be specific enough to use to make decisions. It needs to be general enough to allow flexibility in what you choose to do.

My friend Rowan’s vision is “to build a business.” That’s so vague that it could cover everything from fashion design to tick removal… and so it does.

But make it more specific, and it becomes a powerful guide. In an alternate universe where Rowan is capable of focus, the vision could become:

A business that helps pet owners keep their pets healthy 365 days a year[1].

This vision can be used to decide which product lines to enter, and to allow a range of options: tick treatment and nutritional consultation both fit. It can also be used to decide which product lines notto enter: high fashion that features too many sequins[2]. It’s just specific enough to guide a good strategy.

Create a Strategy Linking Your Goal to Your Reality

Now you have a vision. But while visions are great, they’re still too abstract for action. If a new Puppies R Us (We Sell ‘Em, You Care For ‘Em™) opened down the street from Rowan’s storefront, concentrating the business on dog care could be Rowan’s ticket to mansions and private planes. But if the new store is Spiders Galore: Unusual Pets for Unusual People, concentrating on the care and grooming of Brachypelma emilia might make the most sense.

Begin crafting your strategy by linking the vision to your current reality. Assess your resources — what you have a lot of, and what you’re short on. Assess your situation — outside forces that might help or hinder different courses of action. Create a high-level plan that uses your resources to move towards some way to realize your vision, given your current environment.

Rowan can take the pet health business vision, and link it to the things in real life that will make it happen.

Point tactics towards a vision to get the job done right. Then link it to reality.

If Rowan has home office space, an email list of pet owners, and a vast network of veterinarians, Rowan’s strategy could be to form an online pet care referral network. There could be an app, and a website, and a huge campaign to sign up hundreds of veterinarians from around the world.

If Rowan has a retail storefront near Puppies R Us, but no mailing list, the strategy could be to create in-person care for dogs and dog-related issues. Rowan could even propose a collaboration with Puppies R Us where Puppies promotes Rowan’s business and gets a referral fee.

These are two different strategies. Both lead towards the vision of “a business that helps pet owners keep their pets healthy year-round.”

Being in possession of the retail storefront, Rowan chooses the strategy of providing in-person dog-related care.

Keep Your Strategy Clear

Lastly, keep your chosen strategy clear and singular. You might have many tactics that comprise the strategy. Rowan can get the word out in many different ways: online banner ads, leaflets in the local community, and a Puppies R Us partnership. These are pretty different activities, but make no mistake: these aren’t strategies, they’re separate tactics supporting a single strategy.

By having only this one strategy, Rowan can now concentrate all resources on the storefront. If the opportunity comes up to run a nationwide banner ad, the explicit strategy tells Rowan what to do: say “no” to the ad; advertising a Springfield puppy health service in Skokie makes no sense.

Think Strategically Throughout Your Life

A strategy helps you make decisions about where to put your time, money, and attention. We’ve been exploring strategy in business, but you can apply strategic thinking to other areas of your life.

What is your vision for your life? For your family? Your Career? Spend some time forming your vision. Then look at today’s reality, and choose a strategy that will realize that vision as possible in your life today. You’ll get a lot more of what you want in life, and a lot less of whatever random the world throws at you. Then you can put your efforts into tactics that support your strategy.

A scattershot approach to success is a recipe for staying stuck. Avoid this by organizing your tactics and resources using a well-chosen strategy. Align it all in pursuit of the vision that inspires and energizes you, and you’ll soon be enjoying plenty of success, while still having time to stop and pet the puppies.


  1. Closed on February 29th.  ↩
  2. Lack of fit with the vision is only one reason not to enter that particular business.  ↩
How everyone can use powerful coaching questions, with Michael Bungay Stanier

How everyone can use powerful coaching questions, with Michael Bungay Stanier

In this episode of Business Explained, I interview Michael Bungay Stanier, author of “The Coaching Habit: Say Less, Ask More And Change The Way You Lead Forever.” We discuss how to use some truly powerful coaching questions to boost your ability to help others.