Ep 12 – Getting Executives to Think Strategically

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You are attending a strategic planning offsite and notice that the room has been quiet. Apart from the usual contributions from the CEO and experienced members of the C-Suite, the others are silent.

When they do speak up, it seems as if they are in a regular department meeting, addressing daily concerns. They aren’t thinking strategically.

You want to intervene, but don’t know where to begin. 

Tune into this episode to hear from me and my special guest, Svyatoslav Biryulin, as we tackle this wicked problem together.

Show Notes

The full video of the discussion is available for paid members. See below.

Svyatoslav Biryulin is a strategy consultant. Before founding his own consulting boutique, Svyatoslav worked for over 20 years in various commercial enterprises, of which 13 years in a CEO position. Since 2012, he has been serving on the boards of directors of companies in various countries, leading strategy committees. He is an active blogger and publicist and lives in Ljubljana, Slovenia https://www.linkedin.com/in/biryulin/

https://svyatoslav.substack.com

View the full video discussion as a paid member, or with a trial membership.

Transcending the Ambition Trap

As a high achiever, you likely gauge success by the scope of your accomplishments. Your career advancement, financial security, family growth or other goals are realized through diligent work and conscious effort. When you attain those tangible targets after years of strain and sacrifice, it validates your talents and grit.

Or so it seems initially. But in time, you may come to a sobering realization – hitting each milestone does not equate to an enduring sense of happiness or contentment. After each hard-won promotion, the thrill fades within weeks. Upon hitting your net worth targets, your appetite for more remains. Settling down with your dream partner or having kids fails to fully satisfy for long.

You find yourself needing to establish the next set of ambitions and goals once the euphoria of the last ones dissipates. It becomes an endless cycle of achievement followed by newly uncovered voids to fill. You chase the next rung up the ladder, hoping it will be the one to provide lasting fulfillment, once and for all. But it never does.

This phenomenon is perfectly encapsulated by insights into the psychology of the ultra-wealthy. In interviews, numerous billionaires admit that regardless of their princely bank balances, they do not feel truly carefree. Asked how much money it would take to make them happy, most respond “just 20% more.” Even those with more money than they could spend in a hundred lifetimes feel they require a bit more to be content.

Clearly, there are dangerous pitfalls in deriving your sense of happiness and accomplishment strictly from ambition. Yet modern society offers few viable alternatives. We feel frustration and dismay when our goals – whether career, finances, relationships or other benchmarks of “success” – are not attained on the expected timetables. If only we could get that promotion, save up enough to retire comfortably, find our soulmate or start a family, then we would be happy. Or so we tell ourselves.

Happiness as an Obligation

When voicing disappointment over missed goals or setbacks on the road to ambition, there is no shortage of well-meaning people willing to remind you that, “You should just be happy and grateful for all the blessings in your life!” They will recite all the accomplishments you’ve achieved, the comforts and security you possess, the people that care for you and advantages you were lucky enough to be born with. Just be content with what you have, they insist.

But simply telling someone they should derive happiness from their existing circumstances is rarely effective beyond temporary lip-service gratitude. It also implies there is something wrong with you for not being perfectly content and cheerful at all times, regardless of setbacks. This just reinforces unrealistic expectations of constant joy.

Yes, cultivating gratitude and perspective around what we already have can be highly beneficial. But this is most effective as an intentional, proactive exercise, not a passive obligation. The path to genuine fulfillment requires examining our relationship with ambition itself. It means understanding the neurological roots of concepts like greed, desire, and suffering. This enables consciously shaping habits and mindsets rather than being controlled by them unconsciously.

Two Modes of Wanting

An enlightening distinction made by some languages is between two different forms of “wanting” things. In English, we use the same term to convey both varieties. However, they represent distinct neurological states:

Wanting (a) refers to craving continuation or permanence of positive conditions and experiences. It manifests as ambition, greed, lust, attachment, or addiction. There is an insatiable quality, where fulfillment is always contingent on something not yet obtained. This ties your happiness to external conditions and goals not under your control in the present.

Wanting (b) means embracing and appreciating the positive elements of your reality in the moment, without requiring them to persist indefinitely. Think of deeply savoring an ice cream cone without any expectation or need to continue eating it forever. Or admiring a beautiful sunset without wishing it would never end. No attachment to continuity – simply gratitude for the gift of this ephemeral experience.

Practicing Intentional Wanting

Wanting (a) has its place in moderation. Ambition provides forward momentum and drive. But problems arise when Wanting (a) becomes excessive and grids out Wanting (b). Every positive experience gets taken for granted or leaves you needing more.

Companies often leverage Wanting (b) during strategy sessions. Teams accept current weaknesses in the business to diagnose issues before working to change course. But individuals have difficulty applying Wanting (b) to appreciate life conditions in the present.

The next article will explore daily practices that strengthen your capacity for Wanting (b). This helps short-circuit the dissatisfaction loop of unending ambition and anchors you in gratitude. By consciously focusing Wanting (a) only on select priorities, you gain control over your happiness. Your contentment then stems from within, not hostage to external conditions. This inner footing provides the stable base to sustainably grow and evolve.

Ep 11: Season 2 Opener to the JumpLeap Long-Term Strategy Podcast

Perhaps you think it’s good for the planet. Or maybe you believe it’s the way to permanent competitive advantage. Or long-term value for stakeholders. Or perhaps…you just want a good challenge for some reason, and a desire to move the needle in a sustainable way.

But you have probably noticed that leaders of organizations – for-profit and non-profit alike – have a hard time thinking and planning for the long-term. 

You have some ideas for the reasons why. There’s some stuff you read someplace, plus a YouTube video you saw, plus a few colleagues who share your convictions.

But is that enough?

Tune into this episode as I share the ways this podcast will tackle this wicked problem in this upcoming season.

This is a fully free episode. To subscribe, visit https://longtermstrategy.info.

Show Notes

The Annual Strategy Planning Trap: How To Stop Fighting Over Budget And Start Focusing On Category Dominance (substack.com)

What are Wicked Problems? | IxDF (interaction-design.org)

JumpLeap Long-Term Strategy Newsletter

This is a public episode. If you’d like to discuss this with other subscribers or get access to bonus episodes, visit longtermstrategy.substack.com/subscribe

Creating an Integrated Vision for a Compelling Future

As a Founder/CEO, maximizing stakeholder engagement is crucial for your company’s success. Some stakeholders enthusiastically support the organization, yet you occasionally notice significant discrepancies among motivated individuals. Why? Their departments may inadvertently work against each other due to differing managerial perspectives regarding the future.

Despite consistently communicating your vision as a leader, it doesn’t seem to stick in their minds. Merely reiterating the vision doesn’t seem sufficient to align them effectively.

Does It Matter?

Beyond observing conflicting efforts, you also witness some employees lacking motivation, eventually choosing to leave. Despite regular pay and a strong company track record, some individuals express disinterest or discontent.

What’s been overlooked is that once basic needs are met, people seek an inspiring future in their work lives. When this future isn’t evident, they begin creating their own paths, separate from the company’s vision.

For instance, your top employees seem more excited about leaving than remaining with your company. It’s not just a “local life in this town” issue; they’re rejecting the future you’ve presented to them.

Moreover, while the board urges bold moves, the executives fear taking risks, indicating that your vision alone isn’t compelling enough. They crave a more tangible, engaging “future-to-live-into”.

What is a “Future-to-Live-Into”?

Your organization might have a vision statement, but if it’s stale or lacks specificity, it won’t resonate. Staff members today seek more engaging content beyond traditional vision statements.

What’s the Purpose?

Vision statements once offered an inspiring future-to-live-into. Coined by Werner Erhard, it’s a compelling, verbalized future that motivates people to act positively.

How to Harness This Power?

Merely hosting meetings won’t displace default futures. However, there are design principles to follow, like creating a comprehensive, dated, and inspiring endpoint that surpasses previous visions.

Design Rule: A Clear, Time-Bound, Inspiring Vision

To move beyond the CEO’s vision or generic statements, stakeholders desire explicit inspiration and meaning. Crafting a fresh, collective future-to-live-into involves summarizing relevant facts, acknowledging past successes and failures, and identifying unavoidable trends.

Setting a target year anchors ideas within a specific timeframe. Next, articulate a compelling vision with BHAGs, ensuring it’s inspiring enough.

But don’t stop there. Stakeholders seek a credible strategic plan backing these aspirations, providing detail to validate the concept and unify the team.

In the end, a cohesive, fresh future-to-live-into emerges, inspiring the team and replacing their default futures. You’ll have cultivated a cause worth championing, not just a job offering a paycheck.