How not to be a frog:

Available as a keynote, half or full day workshop. Optional: post-workshop consulting. Note: this is the kind of professional development that pays off for c-suites, boards and marketers for years. It’s our most in-demand workshop.

MOST EXECUTIVES’ APROACH TO PLANNING FOR THE FUTURE MEANS THEY’LL END UP IN HOT WATER.

Rather than increase competitive advantage or mitigate risk to their company and career, they increase risk. Why? Because they use strategic planning models out of date for the pace of change; competitive playbooks impotent in the face emerging marketplace dynamics; what it now takes to be effective given the convergence of business, marketing and brand strategy.

Marsha Lindsay Presenting

Most executives under-perform as problem-solvers and strategic thinkers but don’t realize it.

Our study found that most executives’ self-concept is that they’re strategic, but when asked about their approach to problem solving approach, they mumble. What’s more, a global study of 25,000 executives found that 85% rated the strategic ability of colleagues’ inferior; they had no confidence in it!

No wonder our multi-year study finds the way most execs plan for the future is inadequate:

  1. Most executives confuse having a plan with having a strategic plan (one that tackles future difficulties in a particularly focused and effective way).

  2. A surprising number of executives assume they’re doing strat planning when it’s really annual operational planning. They’re not getting the “future-proofing” they think they are.

  3. Few are aware of the different ways to tackle strat planning; their pros and cons; which is best for their situation.

  4. Many execs claim planning “experience,” but not knowing what they don’t know, risky methods are perpetuated. Vulnerabilities abound.

  5. Alignment in support of any plan for the future is critical. Yet all it takes is almost never designed into the planning process from the beginning. This oversight can be fatal even to earnest strat planning efforts.

Our training on ‘how not to be a frog’ is proven to de-risk the situation and dramatically increase odds of competitive advantage:

  • It sensitizes executives to all-too-common planning blind spots; vulnerabilities in their critical thinking.

  • It makes clear what strategy is and isn’t; how strategic planning differs from simply planning.

  • It equips people with a new, easy-to-understand approach to problem solving and strategic planning:

    • Born of our research, but then further vetted and perfected through professional practice, the new approach is already proven to increase the odds of a company or brand’s success 3-5 years into the future.

    • Benefits include a boost in problem solving proficiency, more productive annual operational plans, more effective marketing plans.

  • Options in delivery of the training above include:

    • Survey of key executives on what they see as the essential challenges the company must address with its strategic plan; their preferred solution strategies.

    • Following an assessment, Lindsay Foresight & Stratagem’s independent opinion on the above.

    • A jumpstart to the actual strategic plan for the company that spans the next 3-5 years, with execs aligned in support of it.

Even executives who excel at solving problems and leveraging opportunities find our professional development elevates their performance and career advantage.

That of their successors, too.

That’s important because an exec stays out of hot water only if his successors also stay out of hot water. The best way to ensure this is train everyone -at the same time--on how not to be a frog.