“Vision without action is a daydream. Action without vision is a nightmare.” as a Japanese proverb says. There are many reasons why companies fail to execute their strategies. Often it can be boiled down to that the strategies are not actual strategies. So what is happening? One of the reasons is the overflow of action points accompanied by the lack of a shifted mindset towards a clear future vision instead. Let me take you through the journey of how actions eat strategy for breakfast and a few ways to overcome this obstacle. 

The gap

Last weekend I had the opportunity to train a group of ambitious leaders on their way up the leadership ladder. All of the leaders had proven track records of executing well on their action plans and delivering results on the grassroot levels of the organization. Now, moving up the leadership ladder means for them to get further away from where the action takes place and ultimately having to lead through others and to have a strategy for that. Observing these leaders on their way through this process of shifting their mindset during the weekend, I noticed the inevitable. They were extremely good at creating detailed action plans and how to implement them. But the essential question is, were they going in the same direction? Were they able to see past their individual plans and see the bigger picture, the vision, and direction for the organization as a whole? Were they able to make a long term strategy for the organization?

The Journey

Finding Direction

Our leaders had to detach themselves from the situation where they had always delivered short term results. Now they had to transition into a position where they had to find and convey a common direction for their organization and formulate that as a strategy. They were also in the typical middle management squeeze where they have to follow global guidelines as well as making and conveying their own directions for the upcoming year(s) for the organization. 

Distance

When our leaders were given the task to run a process to find a direction for the future, a new strategy, they took out the toolbox that they were used to and started making an action plan. They started exactly where they had left off and considered doing exactly what they had always done. Namely, to work with the immediate issues at hand and how to solve pressing operational needs. Their action plans did make them go forward, obviously, but something was missing. A map and a direction on where they were going. 

Stepping up on the leadership ladder means that one has to distance themself from the operational needs, move up, and take a strategic long term view. Being used to delivering short term results and solutions, it can be difficult and sometimes impossible to create enough distance to look at the situation as a whole and to see the strategy forming. 

Back to Start

To start thinking strategically, set the strategic goals for the organization, and form a long term strategy, it is highly advisable to go back to the start and reinitiate the process. In Simon Sinek’s words, they need to take the time and go through the process of finding their WHY. They need to figure out WHY they exist.  If you haven’t yet, watch Simon Sinek’s TEDx talk: Start with Why. 

Additional Benefits

Taking the time to “start with why” has several effects. Firstly, it gives a guiding star that leads the actions and the work on a new strategy for the organization. It also gives the organization a great time to review the vision, mission, and values of the organization. Some organizations, on a global level, for example, have already established the WHY, and in those cases, it is essential to remind and align everybody on all leadership levels of this purpose and goal. 

Final notes

From my observations, I see that it is often difficult for people to shift their mindset and  distance themselves from the action and the doing to thinking strategically and long term on higher leadership levels. Based on this and previous experiences, I must conclude that there are no shortcuts to becoming a successful leader. No matter how successful you have been in the past on other levels and projects, it is essential to both distance oneself from the action and take the time to go through the discovery of the WHY and subsequent vision and mission before crafting a strategy. You can’t take shortcuts!

If you find yourself in a situation as the leaders I coached last weekend here are some tips and tools for your journey: 

• Take your time and don’t rush things – one step and day at a time
• Use mentors – preferable external mentors that can give you an objective and different perspective
• Be a leader – with or without a title – it is your energy and inertia that gets things done

Please feel free to reach out if you have questions or comments.