Welcome to Strategic Counsel by ForthRight Business! Looking for Marketing Smarts? You’re in the right place. After almost 4 years of helping to make you savvier marketers, we decided to broaden this podcast to include more business-oriented topics that will make you savvier business leaders. In this first episode of Strategic Counsel (or Strat Counsel for short), we take you through how to nail your yearly strategic planning process – so you actually get the results you want. Hear how to actually get your team excited about strategic planning, the biggest mistakes companies make with strategic planning, the best format for strategic planning sessions, how to make sure everyone’s voices can be heard, and how much food and drink should be involved. Remember, Strategic Counsel’s only effective if you put it into action.

In this episode, we’re talking about how to plan to achieve the results you want. Listen to the episode on Apple Podcasts, Spotify, and your other favorite podcast spots – follow and leave a 5-star review!

• Episode Summary & Player
• Show Notes
• Strategic Counsel Summary
• Transcript

Strategic Counsel: How to Do Yearly Strategic Planning and Get the Results You Want

Many of you are embarking on your yearly strategic planning process and getting ready for a new fiscal or a new calendar year. So we thought we’d spend some time exploring how this may not go so well for you. Because if we’re gonna be very, very honest, you may be planning the wrong way. We’ll show you how t o be strategic and ensure you get results. Here’s a small sample of what you will hear in this episode:

• What’s the right and wrong way to plan for my business?
• Why planning during an offsite doesn’t always work?
• What to do when leadership feels out of touch?
• Why creating big events for planning sets you up for failure?
• What to do when leaders fail to ask why?

Check out the episode, show notes, and transcript below:

Show Notes

And as always, if you need help in building your Strategic Counsel, don’t hesitate to reach out to us at: ForthRight-People.com.

• How to Do Yearly Strategic Planning and Get the Results You Want
  • [0:52] The common pitfalls of the usual strategic planning process
  • [2:40] Why offsites don’t work?
  • [3:27] Leadership creating goals that didn’t make any sense
  • [4:14] Assess the landscape and understanding what your people need
  • [5:00] Break planning down into several weekly sessions
  • [5:35] The Plan On One Page – and why it doesn’t work
  • [7:02] The “what must be true?” process
  • [8:47] How to ensure that tangible progress is underway
  • [9:52] How to avoid when people get stuck
  • [10:47] What happens when people get uncomfortable?
  • [12:29] How leaders can set the tone for change and growth
  • [13:59] When leaders fail to ask why
  • [14:57] Why creating big events for planning doesn’t work
  • [15:51] Distractions that dilute the time to focus
  • [17:06] Why weekly sessions serve your people (and goals) better
  • [18:20] Unconventional ways to encourage new ideas
  • [19:25] People need to come prepared
  • [20:33] Dealing with folks who just want to rant
  • [21:01] Take your personal biases out of the agenda
  • [22:28] How a landscape assessment serves your business interest
  • [24:03] How to avoid perpetuating the same circle and check on the results
  • [25:03] Not taking feedback as a personal attack
  • [25:56] Wrapping up the main points
  • [25:57] Make sure to follow Strategic Counsel by ForthRight Business on your favorite podcast spot and leave us a 5-star review on Apple Podcasts
  • [25:58] Learn more at ForthRight-People.com and connect with us on Facebook, Instagram, and LinkedIn
  • [25:59] Shop our Virtual Consultancy

What is Strategic Counsel?

Welcome to Strategic Counsel by ForthRight Business! Looking for Marketing Smarts? You’re in the right place. After almost 4 years of helping to make you savvier marketers, we decided to broaden this podcast to include more business-oriented topics that will make you savvier business leaders.

Thanks for listening Strategic Counsel. Get in touch here to become more strategic. 

Transcript

Please note: this transcript is not 100% accurate.

00:01
Welcome to the Strategic Council by Forthright Business podcast. If you’re looking for honest, direct, and unconventional conversations on how to successfully lead and operate in business, you are in the right place. In our discussions, we push on the status quo and traditional modes of thinking to reveal a fresh perspective. This unlocks opportunity for you, your team, and your business. Now let’s get to it.

00:29
Welcome to the Strategic Council Podcast. I am Ann Candido. And I am April Martini. So many of you embarking on your yearly strategic planning process, getting ready for a new fiscal or a new calendar year. So we thought we’d spend some time exploring how this may not go so well for you. Because if we’re gonna be very, very honest, a lot of you guys do this the wrong way. A lot of you guys take the approach of this is just a.

00:56
check the box exercise, this is something we have to do on a yearly process to check out our KPIs, check out our goals, fill out our templates, and then we gonna go deploy that to the whole organization in a big old town hall, and then we actually go back to our day to day. So we wanna share based on our experience and based on what we know works well for our clients as well as us in our previous lives, these

01:23
pitfalls, if you will, of how this could turn into an exercise of futility, because what we really want it to be is a exercise that has extreme amount of value for both you, your organization, and your business. Yes. And as always on our podcast, this is definitely not meant to throw anyone under the bus or point fingers or anything like that. We’re hoping that all of you can take this with the tone by which it is meant.

01:51
which is let’s turn things around, let’s get people excited when they hear strategic planning and get them behind what you’re trying to do as an organization where they can really feel a part of it. That’s ultimately our goal. And just as a little aside, food and alcohol always helps. Also fair. So as maybe a first resort, not even a last resort. Let’s share a little bit of some of the things that we’ve seen.

02:20
in strategic planning processes that may not be the most conducive to helping the organization really thrive in this process. I’m going to start with the first one, but I invite you to provide your thoughts on this. Traditionally, when people go through this process, they do this at a leadership team level, and they go on an offsite, which nobody’s quite sure what they do on this offsite. Yes.

02:48
for like a couple of days, they kind of hash something out and they come back and be like, ta-da, here it is. Yes. April, why doesn’t this work? Well, having been on the receiving end of that and often through my agency experiences, those were big head scratching and heart attack moments for all of us on the agency side because one, we were left out of the process.

03:15
but two, it was kind of like being handed down from on high. Yeah. And what would come back, this is where the heart attack piece comes in, is that it wouldn’t make sense to us of how they’ve gotten there, but in a lot of cases, it wouldn’t make sense because we were being asked for things that I could look at even as a junior account person and tell you.

03:38
I have no idea how we’re going to fill in the blank, sell that much more in, get that many more clients, we’re already stretched really thin. So from the very beginning, it had a negative feel to it. Yeah, I agree. And I feel like being in the receiving end of that as well, it just felt like our leadership is just very out of touch. Yes. Because they’re not doing the work. Right. They might be.

04:04
helping to guide the work, helping to enable the work, and you might actually be very, very good leaders, but you’re not really doing the work at the end of the day. Which is why it’s so important that you are actually assessing the landscape. You have to go in and get that reality check of understanding from your people, what’s working, what’s not working, how are you feeling, how are we moving towards our goals or not towards our goals? Has something changed in the market? Has something changed for our customer, our client, our consumer that we need to consider?

04:33
You need to be in touch. And that’s not a two to three day off-site. And that’s the other thing about that is that by the time you get all that leadership team together on a two to three day off-site, how many times does that thing have to get rescheduled? And then what happens when all that leadership is at a two, three day off-site? Checking their phones, stepping out to take a call. I mean, how productive is it anyway? So we really think you need to break it down into several weekly sessions.

05:01
in order to be able to take it piece by piece. And that gives you time to really enroll your organization in whatever piece you’re at. So we’re gonna be very general top line in this conversation, because a half hour, 45 minutes is not enough to go into all the details about what this looks like. But if you’re curious about what does this look like, please reach out to us. We can have a conversation and we can customize something that looks right and is gonna be valuable for your organization.

05:31
So the next one that people tend to get really focused on is the format or the famous plan on a page. My least favorite. And it’s kind of funny because we’ve seen these at eight and a half by 11, 11 by 14. Fronts and backs. Five feet by eight feet. I mean, whatever it takes to get the whole damn plan on one page, all right.

05:56
Now, if that works for your organization, that’s fine. But what we tend to see is that everything gets truncated to the point that it doesn’t really mean anything. And so again, if it works, we’re not dictating a specific format here, but what you are saying is that your plan should have enough detail on it that people understand the vision behind it. They understand what is the actual strategic focus that is

06:25
I’m trying to really embody an action towards, and then what’s the action steps that are going to be taken in order to be able to deliver that. That usually takes multiple pages to build out. Now that doesn’t necessarily mean it’s four to five plans, which is the other side of this where people are like, wow, I have to have my overall strategy, and then I have to have my business strategy, and then I have to have my, there’s really finessed ways of integrating these things in. And

06:52
April is going to give that to you in a second about how you kind of go about doing that. That allows you to really encapsulate it and give it a really easy to follow process. So April, maybe you should talk about the what must be true process and how do you kind of drill down into the action items so that it all kind of gets integrated into people’s heads and they can internalize it. Yeah. So I think that all of the things Ann said, but then the really like, what do I go and do?

07:21
after I finished this planning exercise. Like right now, what can I go and do? And so I think that when people put their plan on a page, they just kind of list the items out instead of going through what Ann said, which is the what must be true exercise and continuing to ask that in order to drill down to an answer that is something I could go and do right now, right? So for example, if someone says, well, we wanna grow in this new market.

07:48
We want to expand, we want to start selling there. Well, what must be true? Well, we don’t know anyone there. So what are we gonna do about that? Well, we need to build some relationships. Okay, what must be true for that to happen? Well, it would be far better if we had someone in that market. Okay, what must be true for that to happen? Well, we’re gonna have to figure out how to go find someone that wants to work in that market or see if we have someone we can relocate here. Okay, well, what must be true for that to happen? And then what the specifics you get to is…

08:16
Is there anyone on the team that would want to move to this new market that would be capable? Maybe. Or hire in that market. Or do we need to hire someone within that market? Okay, well then we need to put a job description out, job posting. Those become tactical things to then go and do that then people feel like they’re building momentum and they’re starting to chip away at it and it’s just so much less overwhelming because it’s not like, I want to expand and sell $500,000 of work in this new market. And everyone’s like, well, how the heck are we supposed to do that?

08:45
Well, yeah, a thousand percent because I think that addresses a couple of different things. One is when you get to that tactical level of execution, then people can incorporate that into their existing whatever they’re using to manage their day to day. Because most of the time when you’re doing the plan on the page where it’ll stop is we want to enter into a new market. And then maybe sometimes it gets a team assigned to it. And then the team’s like, now what am I going to do with this? Especially if I’m like…

09:13
again, head deep in my day to day, kind of grinding out against whatever goal I have for that day or whatever fire I’m fighting for that day. So making it very easy for somebody to incorporate that into their day to day. And then that helps people then feel accountable to that. And it helps you be able to check in, as you as the leader to check in and say, oh, how are we making progress on the fact that we were supposed to have a job posting up? Not like, how are we making progress on entering into a new area? I mean, so it makes it very much easier,

09:43
less anxiety for people to kind of figure out like, well, they expect me to go do that? How am I supposed to do that? How am I supposed to do that by myself? Because what happens is the next point is that when something like that shows up, you have like 85% of the organization going, we can’t do that. Exactly to the point, how are we gonna do that? We can’t do that, we’ve tried to do that before, that didn’t work. And then people just get stuck. And what happens when people get stuck, April? They just quit. Yeah, they just opt out, right? And so you don’t want people to get stuck. So going through that process,

10:13
and asking what must be true is a way of being able to generate opportunity, possibility, ways through. It doesn’t always mean that you’re going to go execute it because you might get to the point where you’re like, eh, well, we don’t have the budget right now to actually get that full-time employee we need in order to open an office in such and such city. But we’re going to plan that in two years from now. And we’re going to be able to go execute that then. So now you’re thinking ahead.

10:41
as well as you’re thinking right now, and that’s really important to have short term and long term, because again, you’re trying to get unstuck because one of the biggest things that’s gonna happen is people are gonna get uncomfortable. And April, maybe you should speak about what happens when people get uncomfortable. Do you want me to say they quit again? I mean, I can just start there. Yeah, so I mean, I think one of the other things that happens is people feel like they get put on the spot.

11:09
in these situations and they’re asked to do things that really aren’t natural to them or part of their day to day. They get squirmy, they’re squirrely in some cases. And so then the conversation goes off the rails and it’s not productive because anytime people start to feel uncomfortable, they start to get defensive. Yep.

11:32
And you could sabotage. Yes. And so this is where we see sometimes some bad behavior start to happen. Because when people get backed into a corner, they start thinking about how am I personally going to find my way out of this situation? And so the pushback or feedback or commentary goes very negative very quickly and is all the reasons why we can’t go and do these things. And so when you get to that point with people, I mean, I said they just quit. Sometimes I think maybe they should just

12:02
quit while they’re ahead because then the narrative just goes on and on about why we can and that’s not the way we did it and why are we even doing this planning and what does it have to do with anything and I have this whole plate of stuff to do in my day to day, it just goes on and on and on and on versus getting people to be part of the process from the beginning which we’ve already discussed. Yeah, and I think also sometimes when you’re going through this process, especially if people are prepared for it, they start to wonder if they’re doing something wrong.

12:29
And so you have to, as a leader, be able to set the right tone for what this work is supposed to entail. And sometimes the first time that could be a little bit more difficult because it makes people feel uncomfortable. But here’s the shocking news is that people should feel uncomfortable. Yes. I mean, that’s the point of strategic planning. In a good way. It’s supposed to stretch. It’s supposed to challenge current status quo. It’s supposed to challenge current assumptions. Remember, this is the time to kind of look up and look around.

12:57
kind of take that assessment and take that assessment to heart and say, is my business set up for success here? Now, and everybody in organization should want to do that. But if people are already feeling a little bit like, maybe I’m not performing like the way that I should, or is this mean that somebody thinks I’m doing a bad job? I mean, you have to set the right context for again, why you’re doing this and what’s the opportunity so people can see the vision.

13:24
But then you also have to set the expectation that, hey, this is an opportunity for your voice to be heard. So we want you to speak up, tell us what’s wrong, tell us why it’s not going to work. That is totally fine, but what we’re not gonna do is we’re not gonna sit here and get stuck in those elements of our current set of beliefs and not even ask ourselves the question, well, what must be true in order to be able to get past what this is?

13:50
or ask, well, what led you to that current set of beliefs that now has put you in this box? Because amazingly enough, it’s probably leadership because they’ve probably seen, and this is what happens a lot, you guys, is that we give our team goals, we tell them to go achieve the goals, we don’t really help them or teach them how to go achieve the goals.

14:12
And then they put themselves in a box that feels comfortable, that feels like something that they know, they gravitate towards something that feels familiar, they chase the revenue or any of those sets of circumstances that can happen. And so they put themselves in this box and we don’t even ask why, or we shift and we pivot dramatically and we don’t ask why, why are we shifting and pivoting? But it’s usually because of good intentions, not usually bad intentions. And so just bringing those to the forefront and having a conversation about them,

14:41
helps to generate a lot of openness and opportunity that helps to kind of dilute the resentment or dilute the anxiety a bit. So the other thing that we tend to see a lot is people tend to make these big, big events. I know when I was doing this in my PNG days, the strategic planning would be tacked to a business.

15:07
offsite of a culture building of so many different things, which is great to have all those things. You should be having times where people can come together and they could get to know each other and you’re building culture, but your strategic planning time is a time to work. It’s a time to be very focused, which means you have to be very selective on who’s gonna participate at each time. Now, that might just sound like I just talked out of both sides of my mouth because we said you need to enroll your organization.

15:37
But it’s not because you still need to have a team at the top who’s leading. That doesn’t mean it’s your leadership team. It could be made of multiple different people that you need in order to have the right perspectives in the room, but it is a time to work. And so the other things around that become distractions that kind of dilute the time from the actual work, which is again, why we think it should be done on a regular cadence of weekly meetings for a period of time. And now.

16:03
That could last for a month, that could last for three months, depending on how big your goals are and the state of your business. But it allows the time to focus, and you need to give the time to focus. It needs to be an expectation that this is a valuable way to spend time. Yeah. Well, and I think, too, you’re asking an awful lot of people when you do that. I mean, we can only be on for so long.

16:28
When you’re asking people for multiple days, for multiple hours, and it’s not just within the business hours, and you’re supposed to go out to dinner, you got to do this fun thing, and it’s not the fun thing that you would pick to do. I think it’s really hard on people, and this is part of the reason that they don’t look forward to it, because it feels like just so much time where you have to…

16:53
schmooze and you have to be really smart at the same time and you have to get to know people better but you’re also supposed to be nice to everybody. You have to be nice to everybody, right. And so I think the reason that it works far better the way that we approach it is because you give people space away from it and you give them meaningful work.

17:10
in between so it keeps moving. Yep, yep, yep. And so then the momentum builds and it doesn’t feel so taxing or so jarring or so. So much pressure. Yeah, so much pressure or so far outside my daily, you know, what I do, it doesn’t have to be that big, right? It’s not your only shot, which I think is a lot of what it feels like when you do those like two to three day offsite and it’s like.

17:34
and we’re going to have breakfast at 730 and the program’s going to start at nine and we’re going to work until five and then we’re going to go to the game that’s here and you’re not going to get five minutes by yourself. I mean, it’s like, nobody wants to do that. I mean, if we learned anything in the pandemic, it should be that we’re just not built to operate like that. Yeah, it doesn’t really invoke the best strategic thinking. No, I mean, if I go and I have multiple glasses of wine and then I have to be at breakfast at 730 the next morning, this is not a good situation, guys.

18:04
Yeah, it’s better to just thinking why you’re drinking the wine. Yes. That does help to loosen things up. Yes. Going back to the beginning point of that’s just the standard, right? Well, but I do. I mean, I am more joking a little bit, right? But I do think like we’re asking people to rethink this. And I think stuff like that would that would typically be taboo actually does open people up to speak. Right. Like it’s like, I’m not

18:30
suggesting that you give everyone two bottles of wine and then try to have a strategic planning exercise. Just tequila shots. That should be good. But I mean, if you make it like a social thing that people can look forward to and they feel like they’re supposed to relax into it a little bit, then people become unfiltered in a really positive way where it’s different than their day to day. They’re not watching their back. They’re not thinking only through the lens of what they do

18:59
be more open to other conversations and thoughts and then they have space to process through it. Yeah, I think that’s really, really important to give the people space to process through it. And I think it’s also important, as you mentioned, April, that people need to come prepared to these sessions. Oh yeah, absolutely. Yep. And that’s the other thing that these weekly sessions help to perpetuate is a opportunity to provide homework, as you pointed out. People can prepare, they can get their thoughts down

19:29
The other thing that tends to happen in these sessions when they’re not formulated like that is that they become bitch sessions. 100%. They become venting and just venting whatever frustrations I have with the company and the business. And not that again, that you shouldn’t be aware of that and you should understand that, you should know that and you should accept that, but that happens at a different point of time where people can actually then.

19:54
sheer, again, it goes back to that assessing the landscape and having that landscape or reality check of like, how are they feeling? What is going on? So that way you can kind of get that out, you can get and you can move on from that. Because if you’re just going to show up and your people are going to just spend the time venting and bitching and moaning, you’re never going to get to the point again of being able to really find thematically what the opportunities are and then being able to focus and being able to move on.

20:22
So if you have a sense that that’s gonna probably be the case, if you maybe you’re not in the greatest places from the business standpoint, or you have a couple of people who you know are always gonna be like that, go reach out to those people first, go talk to them one on one, let them air all that out and get that all out because they’re going to want to do that. They’re either going to do it in your session or they’re going to hold it up because if you’re going to ignore them, then they’re just going to hold it up. And then when you come back around to try to execute the session, they’re going to or execute the plan.

20:50
they’re gonna tell you all the gazillion reasons why this plan is not gonna work and they’re not gonna get in the boat and row. So it’s really, really important to make sure you understand and take a temperature check of how your organization is feeling and make sure you plan all that in accordingly because you do not want these things to become bitch sessions or venting sessions. Yes. The other thing that you have to be very careful, and I’m gonna ask April to elaborate on this one, is making sure you as the leadership team are not.

21:18
forcing your own agendas on the strategic planning because we’ve seen this happen a lot too. I’m gonna let April talk this one and I’ll add my color commentary. Yeah, I mean, I think you’ve heard Anne a couple of times use the term landscape assessment. And I think as leaders, we have to get to the place where we’re objectively looking at the state of things. And that means taking our personal biases and opinions out of the discussion and the equation.

21:44
And I realized that is a very hard thing to do. You know, the higher up you go, the more invested really you become because it starts to feel like yours, right? And so we all know why this happens, but I think it is a really dangerous place to be because the minute that someone starts trying to skew it to their own agenda, it’s another place where people get uncomfortable, people’s hackles go up. You know when it’s happening in those situations, right? And so,

22:13
As a leader, you really have to hold yourself accountable and be really disciplined. Again, I’ll go back to being open-minded of if you do the right work and you do the assessment and you truly understand the state of the state of what you’re dealing with, your next goal becomes what are we going to do about it? Again, Anne said at the beginning, it’s always about growth in these situations and that’s totally true. So that needs to become the focus and you need to let go of

22:42
any of your subjective inclinations about either the current state or what you as the leader think is actually possible. I mean, you’re supposed to be leveraging the collective group and expertise that you’re bringing together and uncovering new things. So therefore you gotta let that stuff sit or put it in the parking lot or whatever term we wanna use. Get it out of your head so that you can see things through a new lens.

23:10
Yeah, definitely. That’s how the very beginning first phases of your strategic action planning should be going is really just being open as April suggested because what we see a lot is a lot of smart people will come into the room believing they know the answer, whatever they’re doing is right. They’re just looking to either confirm, like everybody approve what they’re doing or they’re going to convince and try to sell that what they’re doing is right.

23:39
And that totally defeats the purpose of strategic action planning. Right. It, because this is the time, like we said, to question those things, to make sure we’re doing the right thing. Now you might come back around and say, yeah, what we’re doing is the right thing. It’s working. It’s getting some traction. Maybe we want to tweak it here. Maybe we want to fuel it here. Maybe we want to take some of what we’re doing over here and push it into here. All those things are very, very valid. But if you’re not going to like put your biases at the door when you’re going to go into strategic action planning.

24:09
you’re just going to continue to perpetuate the same circle. At one point, that circle is not going to be in your favor, and you’re going to need to have a moment where you’re going to need to stop it. Because how many times have we been part of organizations where we’re just riding that train, we’re not exactly sure where we’re going, we’re not exactly sure how we’re going to get there, but we’re just on the train. This is about getting off the train for a whole second. Yes, on autopilot. No autopilot.

24:37
train? Is this train going where exactly where I want to go? Why am I, I thought I was in the going through the mountains and now all of a sudden it’s the desert. Like how did that happen? You know, so take that time set whatever metaphor you need in order to be like reset people’s mindset so that when you come in you can actually have a very open conversation. And that also means personally not feeling like every time somebody says something about your business or your side of the business or how you’re doing business, you take it as a personal attack. Yeah.

25:06
And that can be very, very difficult because we’re very invested in our work. We’re very invested in the outcomes. A lot of us, especially as such super overachievers. And so if people start saying things about the work, we take that personally. Remember, this is about business. You guys, and even though we’re personally invested in our business, we all want the business to do better. And so listening to that feedback may help us to kind of get out of our heads a little bit and maybe see around corners that we might not have been seeing because we’re too far in it. We’re too far in the weeds.

25:36
So take it as feedback. Doesn’t mean you have to listen to everything. Doesn’t mean you have to internalize it all, but it is all data. And it is all constructive and trying to ascertain are we on the right path or are we not on the right path? And that’s the most important part of strategic planning. Yes. So we just had a pretty extensive conversation about how strategic planning, we’ve seen it not go so well, and hopefully giving you some alternatives to how to…

26:06
put that train back on the tracks and make sure you’re very clear on your destination. You’re very clear about how you’re gonna get to that destination. You know who’s on your train. You know the role that each person’s playing on your train and that it’s starting to feel very tangible in the actions that you’re gonna take. And that’s really the point of strategic action planning is because this is not just a exercise, as we said, of putting a plan on a piece of paper and kind of checking your KPIs and then deploying them to your organization. This is really the time

26:35
to take a step back and say, challenge those assumptions, challenge the status quo, look at, see what we’re doing, is it working, is it not working, what do I need to stop, start, continue? And actually starting to put real tangible actions in place that then you can incorporate into your day-to-day and start to hold people accountable for that, start holding yourself accountable for that. And that’s gonna start building a lot of culture that is really the intention of a lot of organizations. Anyway, the strategic planning is the core.

27:04
of the culture because that is what’s going to be the glue that holds everybody together, why they’re there, what’s the purpose, where are we going, are we all going together? Do I fit? How do I fit? What’s my vision? What’s the vision of this company? What’s the vision for me within this company? All those things start to play a role. So if you’re still sitting there going, I don’t know what to do about my business in this context and is there a format or is there a template?

27:31
Yes, there’s all those things, not one fits all. So we encourage you guys to reach out. We do offer free 30 minute sessions, just to kind of get a lay of the land and how to help you set yourselves into the right direction. So don’t hesitate to reach out. But we do encourage you to take at least one of these powerful insights you’ve heard and put it to practice today. Even if it’s just like, I’m going to rethink the way that I do strategic planning, because I want my whole business to be enrolled in this and I want them to feel it’s valuable.

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Because remember, strategic counsel is only effective if you put it into action. Did we spark something with this episode that you wanna talk about further? Reach out to us through our website, fort We can help you customize what you have heard to move your business. And make sure to follow or subscribe to strategic counsel on your favorite podcast platform.