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The daily demands of running a business can feel like being caught in a whirlwind. Between managing customer needs, overseeing operations, and putting out unexpected fires, it's easy to find yourself constantly working in your business rather than on it. As Matt Aiken, business coach and board game company owner, observes:
It's sneaky how easily you can keep your head down, do the work, make progress, lead the team - and then find yourself asking: but wait, where are we going?
This challenge of balancing tactical execution with strategic thinking is one that nearly every business leader faces. The good news? There's a proven framework for creating and executing strategic plans that drive sustainable growth while staying true to your organization's core purpose.
The Foundation: More Than Just Mission Statements
A strong organizational foundation sets the stage for everything else:
"Once you have a framework to understand what your non-negotiables are, once you understand why you exist, and your people are rallied around that - it makes strategy clearer and easier to define and execute. It's essential."
But implementing an organizational foundation requires more than just writing values on a wall. Success comes from patient, consistent reinforcement over months, integrating core values and mission into daily operations - from one-on-one meetings to decision-making processes. As Aiken shares from a recent client experience:
"About a month after rolling out their core values, they were trying to make a decision and one of the staff members said 'Well, in alignment with our value of 'teamwork is dreamwork', doesn't this option make more sense?'"
That's when you know your foundation is truly taking hold. This kind of organic integration of values into decision-making represents the ultimate goal of establishing your organizational foundation.
Building Your Strategic Leadership Team
Strategic execution requires more than just a strong leader - it needs a capable leadership team that demonstrates what Aiken and Judd call "GWC": they Get it, Want it, and have the Capacity to do it. Let's explore what each of these critical elements means in practice.
Getting It: Strategic UnderstandingA leader who "gets it" demonstrates deep comprehension at multiple levels. They understand not just what needs to be done, but why it matters and how it connects to the bigger picture. As Aiken explains:
Understanding the strategic direction isn't just about nodding along in meetings - it's about being able to translate that direction into meaningful decisions and actions in their area of responsibility.
Getting it means being able to:
- Grasp the organization's strategic direction and vision
- Understand their specific role in achieving that vision
- Recognize how their decisions impact other areas of the business
- See connections between day-to-day operations and long-term goals
Wanting It: Genuine Enthusiasm - The "want it" component goes beyond basic job satisfaction. As Judd emphasizes:
We're looking for people who don't just accept the vision - they're genuinely excited about it. They wake up thinking about how to move things forward.
Leaders who truly "want it" demonstrate:
- Genuine desire to contribute to the organization's success
- Proactive engagement with strategic initiatives
- Enthusiasm that inspires their teams
- Willingness to take ownership of outcomes
- Personal investment in the organization's growth
Capacity to Do It: Skills and Resources - Having the capacity isn't just about individual capability - it's about having the right combination of skills, time, and resources to execute effectively. Aiken draws from his experience:
I've seen many talented people fail because they didn't have the bandwidth or resources to execute. Capacity isn't just about ability - it's about having the space to do the work well.
Beyond GWC, effective leadership team members must also embody the "Five C's":
Care: A deep commitment to the organization's futureCompetency: Excellence in both role and leading othersCulture: Genuine belief in mission and valuesChemistry: Strong collaborative abilitiesCharacter: Demonstrated integrity
You don't have to do this alone. In fact, you can only carry a limited load. If you want to go fast, go alone. If you want to go far, go together.
The Fuel That Powers Growth
When it comes to financial foundations, Aiken draws on his background in finance to offer this vivid analogy:
Cash is the fuel of business and profitability is how we refuel the gas tank.
Understanding your current financial position, maintaining clear profitability goals, and establishing regular financial review processes are essential for strategic growth. This may require bringing in outside expertise - whether that's starting with a bookkeeper or engaging a fractional CFO. As Aiken notes:
"What man before he builds a building does not first sit down and count the cost? You can have an amazing strategy, but have you sat down and counted the cost, what it'll cost you? Have you accounted for, will I have enough to get us to the end?"
Vision: The North Star
While financial metrics matter, vision goes beyond just numbers. A compelling vision unites and motivates the organization by providing both qualitative and quantitative elements that help everyone understand where the business is headed and why their contribution matters. As Alex Judd observes:
"When people think about vision in the marketplace, they often think about profitability goals or revenue targets. And while that's part of what you want, rarely is it everything."
An effective vision must include clear definitions of desired outcomes, tangible goals that team members can visualize, realistic yet ambitious targets, and a timeline for achievement. It's about painting a picture of not just what you want to achieve, but how you want to achieve it.
The Rhythm of Strategic Success
Strategic planning isn't a one-time event - it's an ongoing rhythm of evaluation and execution. This typically involves:
- Quarterly strategic planning sessions to assess progress, realign efforts, and set new priorities
- Weekly Strategic Accountability Meetings (SAMs) to maintain momentum and ensure consistent progress
These regular touchpoints prevent the two biggest strategic killers: isolation and inconsistency.
If we've got direction coming out of a quarterly strategic planning meeting, what's the thing we want next? We want momentum. And that weekly cadence creates the momentum and helps us identify where we're losing momentum quickly. - Matt
Signs Your Strategy Needs Attention
Watch for these key indicators that your strategic execution may be falling off track:
- Isolation in strategic work
- Inconsistency in meetings
- Drifting away from mission or values
- Lack of clear financial understanding
- Leadership team members lacking decision authority
Bring it All Together
Creating and executing a strategic plan may feel daunting, but breaking it down into these essential elements makes it manageable: Start with your foundation, build your team, understand your finances, clarify your vision, and establish your rhythms.
Remember that strategy isn't about perfection - it's about progress. The key is consistent attention and team accountability, supported by regular evaluation and adjustment to keep initiatives on track and moving forward.
By following this framework, you can shift from constantly working in your business to strategically working on it - creating sustainable growth while staying true to your core purpose and values.
