Making Strategy an Accelerator, Not an Anchor

Laura Novakowski  -  Feb 08, 2012  -  , , , , , , , , , , , ,  -  Comments Off on Making Strategy an Accelerator, Not an Anchor

How does the success business use strategy as an accelerator, not an anchor?

Businesses today have an opportunity to use strategy to their advantage. Whether we take an advantage of using our strategy to move our businesses towards growth and success. Or, use that strategy to hold us back – now those becomes interesting options.

Let’s investigate some accelerators and anchors…

Accelerators:

  • Change the business perspective – Just because last year had marginal results doesn’t mean the strategy for the next year is “fixing” all the old problems.  Get out of the office, the building. Got on a retreat, go to a play ground, or go kayaking.  Make it fun. Make it positive. Dream big!
  • Create a mastermind group – Reach into your vast network, or expand it, and find 4 to 7 successful, positive and energized individuals that would like to share ideas, help solve problems and serve as sounding boards for crazy and sometimes desperate ideas.  Masterminding can be done face to face or via telephone of Skype. Whatever the venue chosen be faithful, be committed and be collaborative.
  • Share your strategy. Communicate your strategy with each and every partner, investor, employee or interested party. Write it speak it. Sing it if you can. The more your strategy is shared the more likely you will succeed.
  • Strategy is a foundation not a prison. Last, but not least, be focused and yet flexible. The strategy may be a good one and yet something may come along that can galvanize you and your business to another level. Be open to suggestions and ideas.

Anchors:

  • Myopia – trying to solve the problem with the same mind that created it, to paraphrase Albert Einstein.
  • Isolationism – failing to reach out for help, feedback and/or objective assistance
  • Insulate – detaching and hiding in a cocoon. Holding the strategy so close that no one has any idea what you and your business are trying to achieve.
  • Rigid – the strategy cannot and will not be deviated from. Clients are leaving. It’s their problem – the strategy is just fine. Employees offering new ideas. Shut the door and shut out success.

Interesting dilemma, wouldn’t you agree. Comments on how to make strategy an accelerator, not an anchor, would be greatly appreciated.

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