Strategy For Busy Executives and Business Owners

Clarity. Decisions. Actions.

These are not free. These are hard. Knowing what the right thing to do and getting those things done are critical for moving your business forward. As an executive, your job is to get the right things done and help your team do the same.

you have the continual challenge of strategy and hard work to get the results to grow your business.

Here are some helpful questions to get clarity and think about strategy as a resource for you:

Strategy Meetings

A highly powerful way to focus and move towards your highest priorities is to get clarity away from the noise. You can seek to schedule this on your own or you can make the time and space to think and plan on strategy.

What is essential now?

What does not matter that used to matter?

How can I make sure the important work gets done and does not get overwhelmed by urgent, lower priority projects?

Most busy executives and business owners are simply working in their business reacting to problems rather than working on their business to grow it by getting the right things done. It’s a common problem in this highly distracting world.

If you have had good intentions or months go by and you can sense you are not getting to the highest priority items, consider building strategy meetings into your routines to ensure the important work gets defined and gets done.

A Story of Making Time for the Important

Peter Drucker tells a story in The Effective Executive of making time for what is critical intentionally with one of his management consulting clients:

One of the most accomplished time managers I have ever met was the president of a big bank with whom I worked for two years on top-management structure. I saw him once a month for two years. My appointment was always for an hour and a half. The president was always prepared for the sessions—and I soon learned to do my homework too. There was never more than one item on the agenda. But when I had been in there for an hour and twenty minutes, the president would turn to me and say, “Mr. Drucker, I believe you’d better sum up now and outline what we should do next.” And an hour and thirty minutes after I had been ushered into his office, he was at the door shaking my hand and saying good-bye.

After this had been going on for about one year, I finally asked him, “Why always an hour and a half?” He answered, “That’s easy. I have found out that my attention span is about an hour and a half. If I work on any one topic longer than this, I begin to repeat myself. At the same time, I have learned that nothing of importance can really be tackled in much less time. One does not get to the point where one understands what one is talking about.”

During the hour and a half I was in his office every month, there was never a telephone call, and his secretary never stuck her head in the door to announce that an important man wanted to see him urgently. One day I asked him about this. He said, “My secretary has strict instructions not to put anyone through except the President of the United States and my wife. The President rarely calls—and my wife knows better. Everything else the secretary holds till I have finished. Then I have half an hour in which I return every call and make sure I get every message. I have yet to come across a crisis which could not wait ninety minutes.”

Needless to say, this president accomplished more in this one monthly session than many other and equally able executives get done in a month of meetings.

Drucker, Peter F.. The Effective Executive (Harperbusiness Essentials) (pp. 52-53). HarperBusiness. Kindle Edition.

Time Management and Productivity

I have helped many business owners and executives get the important work done. This requires commitment to time and space that allows for creative thinking, dialogue and clarity.

What if you had this time and space?

I can help you with making sure the high priority work gets defined and done with monthly strategy meetings.

We can meet in person to work on what is important without distraction.

The urgent will get done regardless. But making sure what really matters to your business gets done is your number one job as an executive.

I would enjoy helping you get the right things done with strategy, hard work and accountability in focused monthly meetings. Once a month, one-on-one, getting the highest priority work done.

Simply let me know by starting the thinking process and filling out the form above. We can define what works for a schedule, scope and workflow that makes sense for your world.


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