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resolutions

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Punt resolutions; use strategy, instead!

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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.

Establishing a new habit

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Today’s Get-it-Done Guy episode deals with how to form a new habit. Becoming more productive, setting new years resolutions, brushing your teeth differently … any sort of behavior change involves, well, changing behavior. Unfortunately, humans aren’t very good at changing behavior.

I’ve been fascinated for years by psychology and the human brain. I read research into cognitive and social psychology, behavioral finance, brain-based science, and so on, always looking for stuff that works to help develop new skills or change old ones.

I do all this because I love learning, and really enjoy anything that helps me do it better. One of the most effective models I’ve found for understanding how humans think is NLP or neuro-linguistic programming. Developed in the 70s, it’s considered a pseudo-science and not taken seriously.

I found, however, that I could use it and get effective, repeatable results. To this day, I teach elements of it to clients and friends and get demonstrable, measurable results.

Over time, various areas of science are independently discovering elements of NLP. Just this month in the January/February 2011 issue of Scientific America Mind, there’s an article discussing how we talk and think about the world in ways that correspond pretty directly to our bodies. In NLP, we call this “organ language” (I am shouldering a burden). Another NLP phenomenon called “submodalities” suggests that we speak literally about our internal world. “Things are looking up” would suggest that the speaker is making a mental picture and positioning it in the top area of their mental field of vision. I suspect submodalities will be next on the rediscovery agenda.

This Get-it-Done guy episode is the NLP “new behavior generator.” When it was developed 35 years ago, no one knew about mirror neurons, and sports psychology was in its infancy. Today, visualization is established as producing measurable results in sports performance. I’ve attempted to capture the essential elements of the actual behavior change technique, while augmenting it somewhat with poisoned apples and the occasional lesson in introspection and emotional self-management.