Strategy 360 Defined
Strat-e-gy 360 [strat-e-je 360] n. A commanding view in all directions of one’s game plan. 2. The condition where one has identified and addressed all key facets of life and business. 3. A complete vision. 4. A clear plan, methodology or series of steps for achieving a specific objective. 5. Complete evaluation through long range planning.
The Socratic Way
When I was in graduate school at UCLA, I had the very best professor and the very worst professor – in the same semester.
The worst professor was a very well-known business guru, complete with a best-selling business book. He would drill us with information that encompassed his view of the world. When it came to business, he told us exactly what to think, say and do. It was an exercise in intense reading and memorization. Each class was tough, intense and just frightening.
The other professor was quite different. He never told us what to think or do. Instead, he seemed to have great faith in our abilities to research, reason and act. He was just there here to facilitate the conversation.
In other words, he was Socratic. He would ask questions to stimulate rational thinking and to illuminate ideas, but it was no cake walk. He would play the devil’s advocate with our own ideas, challenging our thought and pointing out weak logic or reasoning. He would congratulate us when we reached an intelligent conclusion – something he probably already knew, but never let on. Each class brought a brain buzz, or what I called a “thinker’s high”.
When I went forward into the business world, I took this style of a Socratic approach along with me. Strategy 360 is 100% Socratic. We never tell anyone what to do or think, we believe that everyone has those answers within themselves. We are just there to lay out a clear framework, present various points of view, ask some clear questions and facilitate the process as people make the transition from conventional to strategic thinking. This is the Socratic way.
The worst professor was a very well-known business guru, complete with a best-selling business book. He would drill us with information that encompassed his view of the world. When it came to business, he told us exactly what to think, say and do. It was an exercise in intense reading and memorization. Each class was tough, intense and just frightening.
The other professor was quite different. He never told us what to think or do. Instead, he seemed to have great faith in our abilities to research, reason and act. He was just there here to facilitate the conversation.
In other words, he was Socratic. He would ask questions to stimulate rational thinking and to illuminate ideas, but it was no cake walk. He would play the devil’s advocate with our own ideas, challenging our thought and pointing out weak logic or reasoning. He would congratulate us when we reached an intelligent conclusion – something he probably already knew, but never let on. Each class brought a brain buzz, or what I called a “thinker’s high”.
When I went forward into the business world, I took this style of a Socratic approach along with me. Strategy 360 is 100% Socratic. We never tell anyone what to do or think, we believe that everyone has those answers within themselves. We are just there to lay out a clear framework, present various points of view, ask some clear questions and facilitate the process as people make the transition from conventional to strategic thinking. This is the Socratic way.
The Pareto Principle
“Strategic Thinking” is what separates the achiever from the non-achiever, the success from the failure and the rich from the poor.
Conventional thinking yields conventional results. On the other hand, strategic thinkers conscientiously think about every factor that goes into their plan, all the way from their core philosophies through the desired consequences. They are not “reactive thinkers” or those who simply react to things that come along.
Strategic thinkers have a clear overall plan which incorporates their vision, and that takes them from where they are now to achieving that mission. This is the mindset required for achievement.
In a typical group, the Pareto Principle of 80-20 applies to conventional verses exceptional thinking. About 80% of the people you meet are conventional thinkers. They have no written plan, and just deal with stuff as it comes up. They have no real ambition to change anything.
About 20% are strategic thinkers. They have a clear, written plan for both their business and life – and they review and update it often. As such, they enjoy a distinct competitive advantage over the conventional thinker.
Strategy 360 is a tool that strategic thinkers inevitably find to be valuable. It is designed to take them from where they are, to exactly where they want to be.
Conventional thinking yields conventional results. On the other hand, strategic thinkers conscientiously think about every factor that goes into their plan, all the way from their core philosophies through the desired consequences. They are not “reactive thinkers” or those who simply react to things that come along.
Strategic thinkers have a clear overall plan which incorporates their vision, and that takes them from where they are now to achieving that mission. This is the mindset required for achievement.
In a typical group, the Pareto Principle of 80-20 applies to conventional verses exceptional thinking. About 80% of the people you meet are conventional thinkers. They have no written plan, and just deal with stuff as it comes up. They have no real ambition to change anything.
About 20% are strategic thinkers. They have a clear, written plan for both their business and life – and they review and update it often. As such, they enjoy a distinct competitive advantage over the conventional thinker.
Strategy 360 is a tool that strategic thinkers inevitably find to be valuable. It is designed to take them from where they are, to exactly where they want to be.
The Narcissist
As I give lectures about strategic thinking, we talk about the Strategy 360 principle of “Think: Team Sport”.
Often, I get questions, about dealing with counter-productive team members. This could include the naysayer, the gossiper, the jerk, the mean or angry person, or the self-righteous. Sometimes I get the question, “what do you do when a narcissist is on the team?”
This is a fair question, as narcissistic behaviors are not uncommon, and they certainly are counter-productive to running an organization.
When these questions come up, I tell the group about a guy I knew who had an Olympic-sized ego. It was interesting to watch him in action. No matter what anyone said on any topic, he would jump in with an opinion of his own. No matter who had a story, he had a better one. He cut into every conversation and injected himself. You got the feeling that he simply had no real interest in anything that anyone had to say, it was all about him. He was simply never interested in any point of view other than his own, and drawing attention to his past accomplishments. Lots of people have an “ego wall” in their office or garage, but his was right in his living room – no kidding.
From a clinical viewpoint, this guy was clearly addicted to admiration. From a personal point of view, he was annoying. We came to just avoid him altogether.
A strategic thinker has a clear vision of those they want to accept into their inner circle. Those who distract from our vision need to be identified and filtered out.
Among the variety of unhealthy behaviors, narcissistic behaviors are unique because a narcissist rarely seeks help for their condition. They tend to be un-teachable, and thus are generally not suited for being a member of a productive team.
If you are stuck with a narcissist on the team, avoid giving them genuine decision-making or leadership roles. They tend to make poor decision-makers or leaders because of their lack of empathy and their inability to see the world rationally. Instead, give them token leadership roles – where they have no real role in decision making.
But ideally, the narcissist is best on someone else’s team altogether.
Often, I get questions, about dealing with counter-productive team members. This could include the naysayer, the gossiper, the jerk, the mean or angry person, or the self-righteous. Sometimes I get the question, “what do you do when a narcissist is on the team?”
This is a fair question, as narcissistic behaviors are not uncommon, and they certainly are counter-productive to running an organization.
When these questions come up, I tell the group about a guy I knew who had an Olympic-sized ego. It was interesting to watch him in action. No matter what anyone said on any topic, he would jump in with an opinion of his own. No matter who had a story, he had a better one. He cut into every conversation and injected himself. You got the feeling that he simply had no real interest in anything that anyone had to say, it was all about him. He was simply never interested in any point of view other than his own, and drawing attention to his past accomplishments. Lots of people have an “ego wall” in their office or garage, but his was right in his living room – no kidding.
From a clinical viewpoint, this guy was clearly addicted to admiration. From a personal point of view, he was annoying. We came to just avoid him altogether.
A strategic thinker has a clear vision of those they want to accept into their inner circle. Those who distract from our vision need to be identified and filtered out.
Among the variety of unhealthy behaviors, narcissistic behaviors are unique because a narcissist rarely seeks help for their condition. They tend to be un-teachable, and thus are generally not suited for being a member of a productive team.
If you are stuck with a narcissist on the team, avoid giving them genuine decision-making or leadership roles. They tend to make poor decision-makers or leaders because of their lack of empathy and their inability to see the world rationally. Instead, give them token leadership roles – where they have no real role in decision making.
But ideally, the narcissist is best on someone else’s team altogether.
The REAP Factors
We reap what we sow.
In order to achieve better results, from time to time organizations and individuals can establish a “Code of Conduct”. The REAP Factors are an outline for establishing ones’ own “Code of Conduct” with interacting with other people, which center around four areas, Respect – Expect – Accept – Project.
Respect. This is where one listens to and respects other different points of view. Ask yourself, “How do I show respect to others – even if I don’t agree with what they are saying?
As you consider your own “Code of Conduct”, here are some thoughts of what others have said:
Here are some comments of others who have shown their acceptance:
In order to achieve better results, from time to time organizations and individuals can establish a “Code of Conduct”. The REAP Factors are an outline for establishing ones’ own “Code of Conduct” with interacting with other people, which center around four areas, Respect – Expect – Accept – Project.
Respect. This is where one listens to and respects other different points of view. Ask yourself, “How do I show respect to others – even if I don’t agree with what they are saying?
As you consider your own “Code of Conduct”, here are some thoughts of what others have said:
- I respect others’ views and boundaries, even if they are different than mine.
- I listen carefully to what others say.
- I appreciate diverse points of view. I can learn from others things I may have not otherwise considered, even if at first it sounds outrageous.
- As I stubbornly defend my right to make mistakes, I respect the right of others to make their own mistakes.
- I don’t give advice unless asked.
- I treat other people the way I would like to be treated.
- I will not speak negatively about a person, behind their back. If I have an issue, I will speak to them about it directly, or not at all.
Here are some thoughts of those who have established their expectations:
- I expect others to respect my boundaries and points of view, even if they are different than their own.
- I reject all toxic behaviors - both with myself and others. This includes gossipy, sarcastic, arrogant, angry, rude, mean, judgmental, illicit, and self-righteous behaviors. If these become issues, I attempt to steer the exchange in a constructive way, or politely excuse myself.
- I avoid toxic people altogether, or strictly control any time spent.
- I focus primarily on the ‘here and now’ and do not spend undue time dwelling on past laurels or mistakes.
Here are some comments of others who have shown their acceptance:
- I accept people with similar values, into my inner circle.
- I accept people based upon character, not position. People with character are honest, respectful, straightforward, competent, courageous, loyal, enthusiastic, and dependable.
- I appreciate truthful, and useful thoughts, and take notice of the good in others.
- I am empathetic.
- I quickly accept apologies and am forgiving.
- I am grateful to all those who contribute positively to my life and to society.
- I express thanks in both word and deed.
Here are some of the thoughts expressed in this area:
- I project my optimism. I project a positive, encouraging tone and attitude.
- I stand up for good principles.
- I maintain a warm and friendly home and work environment.
- I accept full responsibility for my behavior. I never use others’ poor behavior as an excuse for my own.
- In handling conflict, I let small things go altogether. I say what I mean, without being mean.
- I allow others to save face.
- I actively practice acts of charity.
- I loath to find fault and am lavish in my praise.
It may be a good idea to develop your own set of REAP Factors, or a code of conduct where you define what you Respect, Expect, Accept and Project.
A Guru
Today I heard something that I have to blog about. I was talking to somebody today on the phone and they called me a “guru”.
For the record, I am not a guru – and I don’t have aspirations to be a guru.
Strategy 360 is not about me. Strategy 360 is about you.
It is about your ability to go from conventional thinking to strategic thinking. It is about going from having no written strategy to having one. It is about establishing your own game plan.
I was once a conventional thinker myself. Yes, I had two college degrees, but I was still a conventional thinker. Then I started to really organize my thinking and laying out a written game plan for my business and life. The results were dramatic. I went from conventional results to having some fascinating results.
Today, I truly enjoy helping others make that transition from conventional thinking to exceptional thinking. It opens up a whole new world. It allows others to find the “guru” inside of themselves.
For the record, I am not a guru – and I don’t have aspirations to be a guru.
Strategy 360 is not about me. Strategy 360 is about you.
It is about your ability to go from conventional thinking to strategic thinking. It is about going from having no written strategy to having one. It is about establishing your own game plan.
I was once a conventional thinker myself. Yes, I had two college degrees, but I was still a conventional thinker. Then I started to really organize my thinking and laying out a written game plan for my business and life. The results were dramatic. I went from conventional results to having some fascinating results.
Today, I truly enjoy helping others make that transition from conventional thinking to exceptional thinking. It opens up a whole new world. It allows others to find the “guru” inside of themselves.
Shoot – Ready – Aim!
Conventional thinkers tend to be reactive. When an issue pops up, they tend to react immediately and ask questions later. They shoot off at the mouth, and then think later – if at all.
On the other hand, strategic thinkers get ready, take careful aim and then shoot – always with better results than the conventional thinker.
On the other hand, strategic thinkers get ready, take careful aim and then shoot – always with better results than the conventional thinker.
The Everyday Sociopath
One of the principles taught in Strategy 360 is to beat the competition. This takes several forms, but one of the most damaging types of competition can sometimes come within our own company, community or organization. It is the "everyday sociopath."
It may seem somewhat dramatic to refer to someone as a "sociopath", but this condition is actually not that uncommon. According to Harvard University's Dr. Martha Stout, one person in 24 is a sociopath. A common myth about sociopaths is that they are all crazed serial killers. Indeed, most sociopaths blend in quite well with everyday life ... except one thing ... they do not have a conscience. Sociopaths do not "feel" the way we do. Despite this, they often have a trademark level of "charm", and people who are ignorant can be drawn in and come under their spell.
Sociopaths often become leaches or con artists, but they can also masquerade as successful business people or professionals. They may be married and have lots of kids. They can literally stand in front of a church group, a group of Boy Scouts or an organization to assist battered women, lie about their accomplishments and then pitch a phony charity and ask for donations. Then a sociopath - without blinking an eye - will use the money to buy Lakers tickets...and a limo to take them to the game! They do it with a smile and they never accept responsibility for the damage that they do.
When a normal person lies, they will typically have physiological effects that show up on a lie detector. When lying, a normal person will slightly sweat, tremble or have an increase in blood pressure. But sociopaths are "wired" differently. They can actually "flat line" a polygraph test. They lie, even when they have no reason to lie. The problem is real, as they can wreck havoc with companies, professional firms, families, neighborhoods or any organization.
So how do you know if you are dealing with a sociopath? A simple litmus test is to know that if you catch a person in three lies (particularly in areas where there is no real reason to lie), you probably have a sociopath on your hands. If this is a question, I recommend that you read the book, "The Sociopath Next Door" by Martha Stout, PhD.
There is rarely a “happy ending” with the everyday sociopath. The bottom line, once you identify a sociopath, put as much distance as possible between them and you.
It may seem somewhat dramatic to refer to someone as a "sociopath", but this condition is actually not that uncommon. According to Harvard University's Dr. Martha Stout, one person in 24 is a sociopath. A common myth about sociopaths is that they are all crazed serial killers. Indeed, most sociopaths blend in quite well with everyday life ... except one thing ... they do not have a conscience. Sociopaths do not "feel" the way we do. Despite this, they often have a trademark level of "charm", and people who are ignorant can be drawn in and come under their spell.
Sociopaths often become leaches or con artists, but they can also masquerade as successful business people or professionals. They may be married and have lots of kids. They can literally stand in front of a church group, a group of Boy Scouts or an organization to assist battered women, lie about their accomplishments and then pitch a phony charity and ask for donations. Then a sociopath - without blinking an eye - will use the money to buy Lakers tickets...and a limo to take them to the game! They do it with a smile and they never accept responsibility for the damage that they do.
When a normal person lies, they will typically have physiological effects that show up on a lie detector. When lying, a normal person will slightly sweat, tremble or have an increase in blood pressure. But sociopaths are "wired" differently. They can actually "flat line" a polygraph test. They lie, even when they have no reason to lie. The problem is real, as they can wreck havoc with companies, professional firms, families, neighborhoods or any organization.
So how do you know if you are dealing with a sociopath? A simple litmus test is to know that if you catch a person in three lies (particularly in areas where there is no real reason to lie), you probably have a sociopath on your hands. If this is a question, I recommend that you read the book, "The Sociopath Next Door" by Martha Stout, PhD.
There is rarely a “happy ending” with the everyday sociopath. The bottom line, once you identify a sociopath, put as much distance as possible between them and you.
Is Your Door Locked?
We all have our “thing” and for reasons I can’t explain, one of my “things” is that I collect Houdini memorabilia. I have always been fascinated with Houdini’s stunts and feats. I am his biggest fan.
Houdini had a routine. Before going to a new town or city, he would write the local newspaper and publicly challenge the local police department to lock Houdini in their finest jail, and give him the opportunity to escape, which he always did – almost.
On one occasion, Houdini was locked in a jail cell by a particularly sinister man. For minutes and then for hours Houdini attempted to pick the lock, but he could never get the mechanism to click open.
He started to sweat. His reputation was on the line. There were lots of newspaper reporters outside of the jail, just waiting to tell everyone about his success … or failure.
Houdini had picked this type of lock hundreds to times before, he worked and worked, and nothing happened. Finally, in desperation, he just leaned against the wall and sighed. He started to think about the humiliation of giving up, and the destruction to his career that would follow.
Then Houdini got an idea. Could it be? What if the sinister jailer had purposely left the jail unlocked? You can’t pick open a lock that is already open! Could the jailer really be that brazen to try such a stunt?
Houdini strolled over to the jail door lock that he had tried to pick unsuccessfully for hours – and just turned the knob – and it popped open!
What locks do we perceive in our businesses or lives? Are they real, or can they just be opened for the asking?
There is only one way to find out!
Houdini had a routine. Before going to a new town or city, he would write the local newspaper and publicly challenge the local police department to lock Houdini in their finest jail, and give him the opportunity to escape, which he always did – almost.
On one occasion, Houdini was locked in a jail cell by a particularly sinister man. For minutes and then for hours Houdini attempted to pick the lock, but he could never get the mechanism to click open.
He started to sweat. His reputation was on the line. There were lots of newspaper reporters outside of the jail, just waiting to tell everyone about his success … or failure.
Houdini had picked this type of lock hundreds to times before, he worked and worked, and nothing happened. Finally, in desperation, he just leaned against the wall and sighed. He started to think about the humiliation of giving up, and the destruction to his career that would follow.
Then Houdini got an idea. Could it be? What if the sinister jailer had purposely left the jail unlocked? You can’t pick open a lock that is already open! Could the jailer really be that brazen to try such a stunt?
Houdini strolled over to the jail door lock that he had tried to pick unsuccessfully for hours – and just turned the knob – and it popped open!
What locks do we perceive in our businesses or lives? Are they real, or can they just be opened for the asking?
There is only one way to find out!
Strategic Thinking Means Higher Value
This morning I was in the place where all great ideas are born – the shower.
I have some things on my mind, as I am flying to the east coast for a television interview. We will be taking on national TV about Strategy 360 and my experiences using it with major turnaround cases.
While I have been using Strategy 360 in my consulting work for over 20 years, it is sometimes difficult to cover in fast-paced media interview. But I came up with an effective explanation.
Think of two houses. They are on the same street, same view and same size. They both have four bedrooms and three bathrooms, and they both cost exactly the same to construct.
The only difference is that the first house has a better design. The layout is more intelligent, and the house flows better and feels better. Not surprisingly, despite all the similarities, the first house is worth more. The superior design added considerable value.
So it is with business. A business or organization with a superior design will produce considerably more value.
That is Strategy 360. It provides a framework to take the same components and build a superior business. It adds value and profitability. It does it by laying out a strategic framework that a high-school student can understand, and a top CEO will take seriously, and it insures that every essential element is in place.
Now it’s off to the airport!
I have some things on my mind, as I am flying to the east coast for a television interview. We will be taking on national TV about Strategy 360 and my experiences using it with major turnaround cases.
While I have been using Strategy 360 in my consulting work for over 20 years, it is sometimes difficult to cover in fast-paced media interview. But I came up with an effective explanation.
Think of two houses. They are on the same street, same view and same size. They both have four bedrooms and three bathrooms, and they both cost exactly the same to construct.
The only difference is that the first house has a better design. The layout is more intelligent, and the house flows better and feels better. Not surprisingly, despite all the similarities, the first house is worth more. The superior design added considerable value.
So it is with business. A business or organization with a superior design will produce considerably more value.
That is Strategy 360. It provides a framework to take the same components and build a superior business. It adds value and profitability. It does it by laying out a strategic framework that a high-school student can understand, and a top CEO will take seriously, and it insures that every essential element is in place.
Now it’s off to the airport!
The Real Thrill
Strategy 360 was just profiled in the media again – this time on a front-page newspaper article. I ran into a friend and they asked me, “Isn’t it exciting to see that article?”
Yes, the article was great, but really the best moments with Strategy 360 is when I see an eager, but insecure high-school or college student, or an entrepreneur suddenly understand the power of having a complete strategic plan of their own.
You can see the change in their eyes! Suddenly they get it! It usually happens about a half hour into the Strategy 360 training program. It is interesting to see these people walk into the room a little lost, a little doubtful and having no real strategy, and walk out of the room for the first time with a solid game plan.
Media interviews can be fun. But it is far more thrilling to see this transformation in the eyes of a person who has their potential unlocked with new strategic thinking skills.
Yes, the article was great, but really the best moments with Strategy 360 is when I see an eager, but insecure high-school or college student, or an entrepreneur suddenly understand the power of having a complete strategic plan of their own.
You can see the change in their eyes! Suddenly they get it! It usually happens about a half hour into the Strategy 360 training program. It is interesting to see these people walk into the room a little lost, a little doubtful and having no real strategy, and walk out of the room for the first time with a solid game plan.
Media interviews can be fun. But it is far more thrilling to see this transformation in the eyes of a person who has their potential unlocked with new strategic thinking skills.
Home Court Advantage
Yesterday I went with my son Steven to the Phoenix Suns vs. Los Angeles Laker’s Game in Phoenix. The Suns won the game decisively 118 to 111, even without their star player Steve Nash, who was injured.
What was interesting is that these two teams had just played four days earlier in Los Angeles, and the Laker’s won 132 to 106.
This brought home the point of having the home court advantage.
We all need a home court advantage in our day to day competitions. Having a great team, and being cheered on by our home town really can energize performance.
Never underestimate the power of cheering on our own teams, in the office … and at home!
What was interesting is that these two teams had just played four days earlier in Los Angeles, and the Laker’s won 132 to 106.
This brought home the point of having the home court advantage.
We all need a home court advantage in our day to day competitions. Having a great team, and being cheered on by our home town really can energize performance.
Never underestimate the power of cheering on our own teams, in the office … and at home!
The “Roots” of Purpose, People, Productivity, Progress
Lately I have been studying the roots of key words, and I studied the roots of the four elements of an effective strategy; specifically, Purpose, People, Productivity and Progress.
Purpose: Origins in pose, which means “question” and Early English appose meaning “examine closely” and “interrogate”. Early French porpos meaning “aim” “intention” and “by design”.
People: Founded in Latin populus, meaning “population” or a “body of persons” comprising a “community”, or a “host of warriors” - acting upon character, personal power, influence and the destiny of men. “People” are the ultimate creation, and thus they are the ultimate priority.
Productivity: Based in Latin pro, meaning “forward” or “in favor of”, and ductus meaning “to lead”. A social principle meaning “fit for production” or to “lead or bring forth” and “create” something strong and of social worth of valoir or “value”. Without productivity, there is no value.
Progress: From the Latin progressus. The roots of this word are pro meaning “forward” and gress meaning “flow” or “movement”, or “moving forward”. The “action of walking forward” and the “advancement of higher stages” is taken by the avant-garde or “pioneers and innovators”.
Knowing these four words is a powerful strategy just by themselves. For example, when I walk into a meeting, the first thing I want to know is, what is the “Purpose” of the meeting? Then I want to know about all the “People”, both in the meeting and who will be affected by the meeting. Then I want to look at our current level of “Productivity” in relation to the meeting’s agenda. Last, I want to know about “Progress”, or where we go from here.
Purpose: Origins in pose, which means “question” and Early English appose meaning “examine closely” and “interrogate”. Early French porpos meaning “aim” “intention” and “by design”.
People: Founded in Latin populus, meaning “population” or a “body of persons” comprising a “community”, or a “host of warriors” - acting upon character, personal power, influence and the destiny of men. “People” are the ultimate creation, and thus they are the ultimate priority.
Productivity: Based in Latin pro, meaning “forward” or “in favor of”, and ductus meaning “to lead”. A social principle meaning “fit for production” or to “lead or bring forth” and “create” something strong and of social worth of valoir or “value”. Without productivity, there is no value.
Progress: From the Latin progressus. The roots of this word are pro meaning “forward” and gress meaning “flow” or “movement”, or “moving forward”. The “action of walking forward” and the “advancement of higher stages” is taken by the avant-garde or “pioneers and innovators”.
Knowing these four words is a powerful strategy just by themselves. For example, when I walk into a meeting, the first thing I want to know is, what is the “Purpose” of the meeting? Then I want to know about all the “People”, both in the meeting and who will be affected by the meeting. Then I want to look at our current level of “Productivity” in relation to the meeting’s agenda. Last, I want to know about “Progress”, or where we go from here.
Planned On a Napkin, Over Lunch
Have you ever heard of a successful businessperson or entrepreneur say, “I planned my project out on a napkin over lunch”?
How do they do that? What’s on that napkin? Can a successful business or project really be laid out on a single piece of paper?
To accomplish anything, we perform better with a written strategic plan. But it’s a myth that strategic planning needs to be a long, difficult process.
Strategy 360 reveals how to outline a complete strategy – even on a napkin or a single piece of paper. No kidding, once you know the formula, the one-page strategic worksheet is right on Page 254.
For detailed strategies, the addenda of my book, Strategy 360, which has outlines for a full business strategic plan, plus a complete life strategic plan … which integrate perfectly … and every CEO I talk to says it is the most comprehensive strategic plan outline they’ve ever seen.
How do they do that? What’s on that napkin? Can a successful business or project really be laid out on a single piece of paper?
To accomplish anything, we perform better with a written strategic plan. But it’s a myth that strategic planning needs to be a long, difficult process.
Strategy 360 reveals how to outline a complete strategy – even on a napkin or a single piece of paper. No kidding, once you know the formula, the one-page strategic worksheet is right on Page 254.
For detailed strategies, the addenda of my book, Strategy 360, which has outlines for a full business strategic plan, plus a complete life strategic plan … which integrate perfectly … and every CEO I talk to says it is the most comprehensive strategic plan outline they’ve ever seen.
Top MBA Skills
I just heard from another CEO. His comments were over-the-top-excited about Strategy 360. I told him that it outlines all the skills for a complete strategy, including goal setting, time management, team-building and profit-earning.
Work on this strategic framework started in the 1980’s, as a graduate student at UCLA. Then I spent many more years applying these concepts in the real world.
Later, I have had the privilege to work on many of the world’s toughest cases. I’ve worked on Hurricane Katrina, the Flight 93 Crash Site and the OJ Simpson crime scene. My clients include government, corporations, insurance companies and property owners.
With my cases, hundreds of millions or even billions of dollars are at stake. These situations are serious, and in critical cases like these, there is no time for theory or happy-talk. I must deliver strong, practical results.
Strategy 360 delivers top MBA-level concepts that are actually used by the world’s top organizations. The strategies laid out in the book are the actual strategies used behind the scenes in the high-profile cases that you have seen on television or read about in the newspaper. The Strategy 360 principles work in the board room, court room, class room and even the family room.
Work on this strategic framework started in the 1980’s, as a graduate student at UCLA. Then I spent many more years applying these concepts in the real world.
Later, I have had the privilege to work on many of the world’s toughest cases. I’ve worked on Hurricane Katrina, the Flight 93 Crash Site and the OJ Simpson crime scene. My clients include government, corporations, insurance companies and property owners.
With my cases, hundreds of millions or even billions of dollars are at stake. These situations are serious, and in critical cases like these, there is no time for theory or happy-talk. I must deliver strong, practical results.
Strategy 360 delivers top MBA-level concepts that are actually used by the world’s top organizations. The strategies laid out in the book are the actual strategies used behind the scenes in the high-profile cases that you have seen on television or read about in the newspaper. The Strategy 360 principles work in the board room, court room, class room and even the family room.
To Achieve Anything, We Must Have a Strategy
The first sentence of Strategy 360 is, “To achieve anything, we must have a strategy”. This not only applies to the cases that I work on, but for any student, employee, homemaker, manager or CEO. For any person or any organization to prosper, there must be a clear, defined and deliberate game plan.
Conventional planning gets conventional results. If you are content with the way things are now, then Strategy 360 is not for you. But if you want to take your business or life to a higher level, then it will give you the framework that insures a complete game plan. Strategy 360 delivers powerful results.
The key is that a strategy must be intelligent and complete. Strategy 360 identifies all 10 areas that must be addressed for a complete game plan. It is kind of like a spine, if one vertebra goes out of alignment, then everything falls apart. On the other hand, if it is complete, then the business or individual is strong and healthy, and can really take off.
I’ve been fortunate to have the Wall Street Journal, People Magazine, all major TV networks and dozens of newspapers take note of my work and profile my career.
As an applied economist and educator for over 20 years, I’ve had the opportunity to speak to many audiences. I’ve been on hundreds of radio stations and dozens of television shows. This gave me the unique opportunity of sharing my experiences with millions of people in all walks of life throughout the United States, Canada, South America and Asia. Strategy 360 is my effort to put all of these experiences, proven concepts and strategies all into one place.
Because I’ve worked on some tough cases, sometimes the media calls me the “Master of Disaster”. In many of the disasters that I work on, they were caused by a person or an organization that were “strategically unfit”. In profiling my career, the Wall Street Journal gave me another nickname and said, “Dr. Disaster has a prescription”.
So, do you want to be more financially fit, physically fit or mentally fit? The prescription is to become “strategically fit”.
Conventional planning gets conventional results. If you are content with the way things are now, then Strategy 360 is not for you. But if you want to take your business or life to a higher level, then it will give you the framework that insures a complete game plan. Strategy 360 delivers powerful results.
The key is that a strategy must be intelligent and complete. Strategy 360 identifies all 10 areas that must be addressed for a complete game plan. It is kind of like a spine, if one vertebra goes out of alignment, then everything falls apart. On the other hand, if it is complete, then the business or individual is strong and healthy, and can really take off.
I’ve been fortunate to have the Wall Street Journal, People Magazine, all major TV networks and dozens of newspapers take note of my work and profile my career.
As an applied economist and educator for over 20 years, I’ve had the opportunity to speak to many audiences. I’ve been on hundreds of radio stations and dozens of television shows. This gave me the unique opportunity of sharing my experiences with millions of people in all walks of life throughout the United States, Canada, South America and Asia. Strategy 360 is my effort to put all of these experiences, proven concepts and strategies all into one place.
Because I’ve worked on some tough cases, sometimes the media calls me the “Master of Disaster”. In many of the disasters that I work on, they were caused by a person or an organization that were “strategically unfit”. In profiling my career, the Wall Street Journal gave me another nickname and said, “Dr. Disaster has a prescription”.
So, do you want to be more financially fit, physically fit or mentally fit? The prescription is to become “strategically fit”.
A Mission Statement
I am a big believer in mission statements, and updating them often. As we start a new year – and this blog – I have updated the mission statement for Strategy 360:
“The mission of Strategy 360 is to help people become strategic thinkers.”
This mission statement captures what we are all about. Conventional thinking will bring conventional results. On the other hand, strategic thinking will bring superior results. We make that happen.
“The mission of Strategy 360 is to help people become strategic thinkers.”
This mission statement captures what we are all about. Conventional thinking will bring conventional results. On the other hand, strategic thinking will bring superior results. We make that happen.
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