And here we go again.
“We need to hit $50M in revenue, reduce churn by 5%, and launch three new features.”
The CEO clicked to the next slide, proud of their “strategic plan” for next year. I watched the executive team nod in agreement.
We had a problem. They’d just spent two days creating a very detailed map of their current location—but they had no idea where they were trying to go.
This happens more often than you’d think. Executive teams confuse operational targets with strategic direction. They set metrics, allocate budgets, and call it strategy.
But here’s what’s missing: Where are you actually trying to go?
“We need to hit $50M in revenue, reduce churn by 5%, and launch three new features.”
The CEO clicked to the next slide, proud of their “strategic plan” for next year. I watched the executive team nod in agreement.
We had a problem. They’d just spent two days creating a very detailed map of their current location—but they had no idea where they were trying to go.
This happens more often than you’d think. Executive teams confuse operational targets with strategic direction. They set metrics, allocate budgets, and call it strategy.
But here’s what’s missing: Where are you actually trying to go?
Without a clear strategic vision, those metrics become meaningless. You’re tracking progress toward… what exactly? You end up chasing every shiny opportunity that comes along because you have no north star to guide decisions.
I’ve watched this play out countless times. Teams hit their numbers but find themselves further from where they thought they wanted to be. They’re efficient at executing tactics but have no coherent strategy driving those tactics. They think they’re aligned but … it’s just chaos.
Real strategic planning isn’t about setting targets. It’s about answering fundamental questions:
- What market position are we trying to achieve?
- What are the 2-3 big bets we’re making to get there?
- How will we know if we’re on the right path?
- What will we say no to in order to say yes to our strategy?
The teams that get this right don’t just perform better—they’re aligned. When everyone understands the destination, individual decisions become easier. Budget conversations become strategic conversations. Your executive team stops pulling in different directions.
Q4 is actually the perfect time for this work. You have enough data from this year to be realistic about what’s possible, but enough time before budget season to let strategy drive your financial planning instead of the other way around.
And here’s what I’ve learned: most executive teams can’t facilitate this conversation themselves. You’re too close to your own assumptions, too invested in your current approach. The most powerful strategic planning happens when someone outside the system helps you see what you can’t see—and asks the questions you’re not asking.
If you’re heading into the New Year with a spreadsheet of metrics but no clear strategic direction, what’s your plan for getting aligned on where you’re actually going?
Looking to increase the cohesion, trust, and impact of your leadership team? Reach out and let’s discuss The Compass Team Experience and how I can help.
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