Let me ask you something—and be honest…
Would you agree that when you roll out a strategy, some people are going to cheer and wave pom-poms for it, others will raise a skeptical eyebrow, and a whole bunch will land somewhere in between, quietly wondering what’s for lunch?
Well, I asked a leader that exact question—and he just stood there. Blindsided. Like I’d asked him to recite the alphabet backwards while juggling flaming swords.
So I followed up:
“How do you make sure your team is actually embracing the strategy?”
He paused… then said something every coach dreads hearing:
“I’ve never thought about that.”
Now, here's why that’s a problem worth coaching through.
I happened to know some of his team members. Great people—smart, motivated… and 100% not on board with the strategy. In fact, during a group session, one employee said out loud:
“We don’t even have a corporate strategy.”
Someone across the room shot back,
“Yes, we do. It’s literally on the website.”
And that, my friends, is the difference between posting a strategy… and living it.
Lesson here?
Just because a strategy exists doesn’t mean it’s understood—or embraced. People interpret information differently. Some read between the lines. Others don’t even know there are lines. That’s why communication isn't just about delivery; it's about confirmation and connection.
Want to motivate a team? Don’t just announce your strategy—coach people through it. Ask questions. Invite feedback. Get curious about their concerns. Because when people feel heard, they’re more likely to listen—and lead with you.
And if all else fails? Put the strategy on a sandwich board and walk around the office. (Kidding. Sort of.)
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