Strategy first, results second.

I have the good fortune of being able to work with numerous leaders across professional services and tech firms of all sizes.

That means I get a unique perspective into what's working and where leaders are getting stuck.

This time of year, especially, I'm working with a lot of leaders who are getting caught up on one thing:

How are we going to hit our goals this year?

And in the process of trying to figure that out, they start listing out tactics and plans in an attempt to manufacture a financial number only to get stuck and overwhelmed.

You know what's often missing in these conversations? Strategy.

Today, I want to talk through three of the common scenarios I've been navigating with leaders and show you how a different approach (starting with strategy) can pave a clear path forward.

Let's dive in.

Where Leaders Go Wrong with Strategy

1) Thinking revenue is a strategy.

You can't plan revenue, you calculate it—it’s a result.

I recently had a conversation with several practice leaders from a top 50 accounting firm.

Of course, it's a new year and with that comes planning...

I caught these leaders doing what I call "The Revenue Walk"—they knew what they made last year, identified the financial number they wanted to achieve this year, and were trying to develop tactics to reach that number.

That's flawed thinking and not how you run a business.

Instead, we should be thinking "What is my strategy? Because of that strategy, what will my actions be? And as a result of those actions what financial results might I expect?"

Revenue is a result of the intentional actions that you take.

Those actions should be determined by your strategy.

Revenue First: "I know my revenue target so I will build plans to achieve that target."

Strategy First: "I know my strategy so I will build plans that align to executing strategy and when I do, results (like financial numbers) will result."

See how it's a different way of thinking?

2) Mistaking plans for strategy.

I advise some uber-talented people. Many are partners, practice leaders, founders...

The thing is, not all of them have run a business before.

Managing a book of business is not the same as running a business.
Developing a product is not running a business.
Delivering a service is not the same as running a business.

When it comes time to run the business, people seem to gravitate toward the plans and tactics.

That's not how you run a business.

You read a book first page to last. You run a company last page to first.

Strategy = Where are we going and why?

Plans = How are we going to get there?

Tactics = What are we going to do next?

When you start with defining your strategy, the plans and tactics fall into place BASED ON the strategy you've defined.

It's a framework that guides all decision-making.

3) Too much time on the dance floor.

I remember when I became a Managing Partner for the first time...

On my first day with my new title and responsibilities, I sat at my desk in Southfield, MI, and thought, "Well...what the hell do I do now?"

To get to that point in my career, I'd been a practitioner—I operated on the dance floor by giving advice, designing tax planning structures, completing tax returns, charging hours, etc.

When I got to senior leadership, the game changed.

My "value" was defined by a new set of skills and actions.

So I started doing things like seeking out information, seeking out connections, talking to people about what was going on within our organization...

I quickly found my highest and best use came from things like:

• helping people solve problems

• leading people

• thinking strategically

• developing & encouraging people

• considering what's next

• enabling people to achieve more or different

The thing is, most people are comfortable on the dance floor. Many of us are natural practitioners used to DOING things.

While there's huge value to that, the true value behind a leader (especially a senior leader) is their ability to be on the balcony.

Without getting on the balcony to think about strategy, you'll get stuck on the dance floor—only seeing what's right in front of you.

​​I wrote more about the dance floor vs the balcony here.​​

What strategy really is:

A strategy is a framework. It’s a roadmap that describes: where are we going, how are we getting there, and why?

All roads lead to/from strategy.

Your strategy informs your plans, your actions, your decision-making, and how you think and approach problems.

If you're stuck on where to start, a defined mission, vision, and values serve as a great foundation as it will get you in the frame of mind to start thinking future-back.

Strategy is not a 'nice to have'. It's essential if you aspire to lead an organization that succeeds in becoming relevant and sustainable for years to come.

When strategy is executed effectively, results result.

Strategy first, results second.

I'm offering a 30-minute strategy call for the first 3 people who reply to this email. No cost. I know it's a place many leaders get stuck and I want to help.

We can talk through your unique situation, roadblocks, and discuss a path forward for your business, practice, etc.

Just send a reply and we'll find a time.

With intention,
Alan D Whitman