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Trauma-Proof Strategy: Your Team’s Best Strategic Thinking with AI Prompts

As a CEO or senior leader, you’re responsible for steering your organization into the future. But if you’re being honest, you may feel like you’re falling short. The day-to-day noise is deafening. How can you rise above it all and think strategically—especially now, when AI tools like Large Language Models (LLMs) are reshaping the game?

In the past, you likely comforted yourself with a familiar belief: “We’ll think long-term later…once this urgent issue is behind us.” There was always supposed to be time—just around the corner—to lift your head up and see the big picture.

But when you stop to look back, you realise: that moment never arrived.

Instead, the pressure to be constantly reactive has taken over. Working nights, weekends, even holidays has become your team’s new normal. They understand the stakes. You’ve done your best under the circumstances. And yet, in quiet moments, you fear “It’s not enough.”

You think of the companies whose leaders failed to plan for the obvious. Today’s executives in those firms are frustrated, pointing fingers at past C-suites who missed what, in hindsight, was plain to see.

Consider the example of Digicel and its success in Jamaica since 2001. You can imagine the regret at Cable & Wireless. Or look at Canadian companies that relied too heavily on U.S. trade policies—only to find themselves exposed. Think of Intel, struggling to compete with Nvidia and TSMC.

In each case, when reality finally forced a wake-up call, it was too late.

You might say, “But I trust my own instincts. I’ve pulled off miracles before.” That may be true. But today, that won’t be enough.

Even if you locked yourself in a room with the best business thinker in the world, you’d still face a serious limitation: your competitors can now access smarter thinking faster. LLMs, paired with local, data-driven insight, are leveling the playing field. You’re not just competing with other executives—you’re competing with every team that knows how to ask better questions.

That’s why strategy today is no longer about just having the “right” answer. It’s about involving your people in the process. Provoking new thinking from insiders who know the terrain best.

Here’s how to do it.

Rethink How You Prompt Your People

If you’ve used LLMs like ChatGPT, you know: a well-crafted prompt makes all the difference. The same idea applies to your team. You need to move beyond weak prompts—like town halls, company retreats, or basic SWOT exercises.

Instead, create what we’ll call an ultra-prompt. Start with these ingredients:

  1. List 5–10 of your organization’s thorniest issues. Pick one—say, attracting top-tier talent under 35.
  2. Gather internal data and case studies. Include hiring stats, exit interviews, culture surveys, pay equity reviews, and more.
  3. Frame the issue differently. Teach a new lens like Jobs to Be Done or Category Design to shift how the problem is seen.
  4. Form diverse, cross-functional teams. Mix tenure, departments, and seniority. Give them a focused 30–120 minutes.
  5. Encourage the use of prompt for input in their LLM of choice. For example:

“Imagine you’re an external consultant hired to diagnose and solve our challenge in attracting top young talent. Based on our data, industry, culture, and location—what invisible obstacles might be pushing people away? What hidden advantages could we better use? Give us three bold, actionable insights. Then suggest strategic moves to make them sustainable. Be bold, but grounded. Push us beyond our echo chamber.”

You can even ask your teams to refine their thinking by requesting ideas in the voice of Peter Drucker or another visionary.

What Happens Next? Expect Disruption

The debriefs—both written and spoken—will be revealing. You’ll hear from employees who are wide awake. Some may offer challenging, unconventional ideas. That’s the point.

Expect friction. Uncertainty. Breakthroughs. You’re not just solving problems—you’re surfacing potential that’s been hiding in plain sight.

Strategy Can’t Wait

Let go of the fantasy that you’ll find “a better time” to think strategically. That ship has sailed.

In today’s landscape, the organizations that win are the ones brave enough to ask hard questions now. While others are buried in busyness, outdated tools, and endless meetings, you can be the one guiding your team with smart prompts—and real engagement.

Not because you’re the smartest person in the room. But because you created a space where the smartest thinking could finally emerge.

Longevity isn’t guaranteed. But with the right prompts, you’ll be ready when the next wake-up call comes.

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Growing the Economy with a Grand Strategy: Four Unavoidable Truths

As a business leader, you’re tired of hearing about countries with stagnant economies. Perhaps your own nation is among them — stuck in low-growth mode, with seemingly no way out. Yet, you’re committed to finding answers. You’re ready for bold ideas, not short-term gimmicks.

Here’s one worth your time.

A few weeks ago, I watched a YouTube video from a university research day featuring Michael Lopez, a BioPharma innovator with ties to Canada and South Korea. He’s also my cousin, so I thought I knew his backstory. But this presentation hit differently.

Lopez has a bold vision: establish a BioPharma manufacturing industry in the Caribbean. He’s not talking about theory — he’s proposing a proven model, grounded in global best practices. And while the facility could go anywhere in the region, he believes Jamaica is the natural leader. It has the infrastructure, location, and skilled talent pool to outcompete neighbours like Barbados or Guyana.

But this isn’t a weekend project. The investment? Around US$80 million over five years. The potential return? A sustainable 5–10% annual GDP boost. Not bad for a “wicked” problem — one that looks impossible until it’s solved.

Facing the Facts

Other Caribbean nations have had growth spurts, thanks to fossil fuels. Trinidad and Tobago and Guyana both tapped into oil and gas to ignite rapid development. Jamaica, on the other hand, leans heavily on tourism — and not especially well.

For example, the average tourist visiting the Bahamas spends about 120% more than one visiting Jamaica. And the Bahamian economy is far better structured to support the tourism sector end-to-end.

This hard truth makes one thing clear: there’s no quick win for Jamaica or countries like it. There’s no magic bullet. No five-year plan will cut it. What’s needed is a Grand Industrial Strategy — a long-term, focused commitment to economic transformation.

A Vision Beyond 2030

You might recall Jamaica’s Vision 2030

— a national roadmap launched to transition the country to developed status. While it didn’t dive deep into industrial policy, it offered a framework for change. But now, it’s become fashionable to be cynical about such visions.

That’s a mistake.

If we take a longer view — what Apple CEO Tim Cook calls “the long arc of time” — we may be closer to breakthrough than it appears. This is not the moment to give up. It’s the moment to double down.

Let’s look at four unavoidable truths, informed by history and grounded in realism.

Truth #1: Transformations Take Decades

Major economic wins don’t happen overnight. Consider the Jamaican company GraceKennedy and its “GK 2020” plan. It took 25 years of disciplined execution to turn vision into results. Real change takes long-term thinking — and staying the course.

Truth #2: Politics Can Get in the Way

As another election cycle looms, many countries face the same problem: political battles overshadow growth strategies. Even when elections are peaceful, short-term thinking often trumps long-term policy. That’s a structural challenge.

Truth #3: We Can Achieve Great Things Together

History shows we can come together to achieve national milestones — from winning independence to dramatically reducing debt-to-GDP ratios. When we align across sectors and silos, we move mountains.

Truth #4: Some Goals Must Transcend Politics

Big ideas — like a regional BioPharma industry — can’t be reduced to partisan talking points. Political leaders may be tempted to take credit, but nation-building requires collective ownership. No single party or figure should be at the centre.

If these truths resonate, then support those who aim to build cross-sector alliances — across political parties, businesses, civil society, churches, and everyday citizens. This collaborative approach is how Vision 2030 was born: through six years of engagement with thousands of Jamaicans from all walks of life.

It wasn’t perfect, but it created lasting alignment. Now we must take what we learned, let go of our cynicism, and aim higher.

Time to Build Again

As elections approach, we have a unique opportunity. Why not use this moment to begin drafting the next grand vision — one that spans 2030 to 2040 and beyond? A plan bigger than any single government, industry, or company.

BioPharma is just one example. But it shows what’s possible when we focus on innovation and long-term investment instead of short-term survival.

You may never see your name etched in history books. But like Dr. Martin Luther King Jr. said, “You may not get there with them.” Still, the sacrifice of planting the seeds — of thinking long-term, of putting country above self — could be the difference between stagnation and transformation.

You may not be called a hero.

But your effort as a business leader may just help rewrite the future.

Interested in more ideas like this explored in more detail? Visit https://longtermstrategy.info for more content.

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From Vision to Victory: 8 Steps to Deliver Game-Changing Corporate Results

Imagine this: You’re the CEO of a growing company. You’ve gathered your executive team, ready to rally them around a bold, breakthrough ambition. But there’s a moment of hesitation—you know someone will ask, “What’s the next move?” and you’re not quite sure how to respond.

You’re not alone. Many leaders find themselves in this exact spot—excited about what could be, yet uncertain about how to turn ambition into action.

The good news? You’re right to believe something extraordinary is within reach. The bad news? Big ideas often fail—not because they’re unworthy, but because there’s no clear pathway to success.

Grand visions don’t collapse from lack of enthusiasm. They collapse from lack of structure.

So, what’s the fix? Is there a proven approach that balances vision and execution?

Let’s start with three critical foundations you need in place, followed by an eight-step formula used by transformative leaders across sectors and continents.

Three Conditions for Large-Scale Success

If your organization includes dozens—or even hundreds—of team members, these conditions are non-negotiable:

  1. It can’t depend on luck. You must actively lead the charge. Passivity and wishful thinking kill progress equally.
  2. You need full-team engagement. Your board, leadership, and staff must help shape—and implement—the goal.
  3. The outcomes must be measurable. Tie the aspiration to clear data points, deadlines, and accountability.

Take public health as an example. Japan, for instance, has one of the lowest obesity rates among developed nations—just 4.3%, compared to 38.2% in the United States and 27.8% in the United Kingdom. This achievement translates into longer life expectancy, reduced healthcare costs, and a more productive workforce.

Was this a cultural accident? A genetic advantage?

Not at all. Beginning in the 1960s, Japan implemented a national strategy focused on nutrition education. By 2005, they had passed legislation making food literacy a formal part of the curriculum, with licensed educators delivering it across schools.

This didn’t happen by chance. It was a deliberate, long-term plan backed by consistent investment and engagement.

Contrast that with wishful thinking: “All we need is the right cabinet member,” or “A good grant will solve this.” That’s magical thinking—not strategy.

So, what does work? Here’s an eight-step framework used by CEOs, policymakers, and change agents to turn bold goals into tangible success.

8 Steps to Making Your Vision Real

1. Set a bold, measurable aspiration.
Think big. Define what success looks like with real metrics—even if the roadmap isn’t clear yet.

2. Make it a shared journey.
Today’s complex challenges can’t be tackled alone. Engage your executive team, board, and frontline staff in the process, from vision to execution.

3. Commit to a long-term horizon.
You might prefer results that land before your contract ends—but transformational outcomes often take years. Invest anyway. Legacy is built over time.

4. Plan with precision.
Vague goals invite vague actions. Use methods like backcasting—starting from the end goal and working backward—to make trade-offs early and shape a viable path.

5. Have the hard conversations.
Not everything fits. To focus, you’ll need to let go of good ideas in favor of great ones. Leadership demands discernment.

6. Translate ideas into structured projects.
Break down the strategy into concrete initiatives. Then, create a Project Management Office (PMO) with the teeth to hold teams accountable.

7. Inspire through clarity.
If the goal doesn’t energize people, revisit it. Maybe it’s too cautious, too abstract, or too internally focused.

8. Embrace risk.
If your vision doesn’t make you a bit nervous, it probably isn’t bold enough. Great leadership involves pushing past comfort zones.

As Machiavelli warned, “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.”

Leaders who use this eight-step playbook don’t depend on luck. They take calculated risks, stay grounded in measurable outcomes, and engage others deeply.

The payoff? Not just short-term wins, but long-lasting impact. Their names may fade, but their legacy endures. The secret isn’t genius—it’s structured, disciplined action guided by principle and purpose.

P.S. These results are not uncommon. Just check out the Made in China 2025 vision crafted in 2015. In part, this article was inspired by the approach used and its reported 86% success rate.

For more, see articles and discussions on my site – www.longtermstrategy.info

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The World’s Obsessed with Drama | Wise Leaders Leverage It for Long-Term Wins

Recently, I noticed two positive trends in Jamaica that haven’t exactly made the headlines. One is economic, the other social — and both are significant. Yet, they’ve flown under the radar. Why?

It turns out, there’s a powerful leadership insight here.

Let’s start with a quick story. On a recent trip to Trinidad — my first in nearly ten years — I was surprised by how well the country was doing. This wasn’t what I expected. Why? Because my impression had been shaped by dramatic, click-bait headlines in their local media. I’d unconsciously absorbed a picture of decline that wasn’t real.

But it’s not just a Trinidadian problem. We’re seeing the same disconnect in Jamaica.

Two Quiet Wins in Jamaica

Consider these two major wins for our country:

  • Our debt-to-GDP ratio has fallen significantly over the past decade — a shift hailed internationally as a fiscal miracle.
  • The murder rate is down by around 35%, a change that’s more immediate and tangible for everyday Jamaicans.

And yet, if you scan the average conversation — or the comments section of any local article — you’d think things are only getting worse.

So what’s going on? More importantly, what can you, as a leader, learn from this mismatch between reality and perception?

1. The Media’s Built-In “Bad News Bias”

Humans are wired to notice threats. It’s a survival instinct. That’s why bad news spreads faster and sticks longer. The media — and our internal company “grapevines” — amplify this.

In contrast, good news usually unfolds gradually. It doesn’t grab us by the collar.

Think about it: a new sprint world record makes headlines. A steady decline in national debt? Not so much.

Inside your organisation, the same dynamic plays out. Rumours of misconduct, layoffs, or resignations make the rounds in minutes. Meanwhile, the months of quiet progress you’ve led? They barely register.

And if you try to highlight those wins? You risk being seen as defensive, or worse — out of touch.

Don’t take it personally. This isn’t about you. It’s just how attention works. But it does mean that to lead effectively, you need to do more than deliver results. You need to frame them within a bigger, ongoing story.

2. Use Disruption as Strategic Leverage

We live in a time of continuous surprise. Global politics, economic shocks, social unrest — there’s no shortage of daily drama.

Instead of fighting it, smart leaders use this volatility as a strategic tool.

Take Tim Cook at Apple. According to the Wall Street Journal, he’s mastered the art of staying focused on the “long arc of time.” When short-term crises like tariffs threaten Apple’s operations, he zooms out, reminding his team of their long-term goals. This mindset gives Apple a major edge over reactive competitors.

Closer to home: imagine you run a T-shirt company. Most businesses dread election season — it’s disruptive, unpredictable. But you? You see a recurring opportunity to provide campaign merchandise. You plan ahead, lean in, and make election cycles work for you.

In other words, you turn chaos into competitive advantage.

3. Disruptions Are Inevitable — Welcome Them!

The late Brazilian F1 legend Ayrton Senna was known for excelling in wet conditions. While others grumbled, he thrived. He trained specifically for rainy races and saw bad weather as an edge — not a setback.

That mindset can apply to your organisation, too.

Imagine treating every disruption — economic, political, internal — as rocket fuel. Not “good” or “bad,” just a source of energy to be redirected.

This doesn’t happen by accident. It requires two big shifts:

  • A 15-30-year strategic vision that anchors your organisation in long-term goals.
  • Ongoing internal communication that reinforces this perspective, even (especially) when things get tough.

Your people won’t get this balance from the news. Or social media. Or even their coworkers. It has to come from you.

But here’s the catch: most managers aren’t trained for this. They’re too caught up in firefighting. They’ve never seen the “big picture,” let alone been asked to communicate it.

So when breakdowns happen — and they will — teams spiral into fear. But with a shared long-term narrative in place, even big shocks can become breakthroughs.

Final Thought:
Being a leader in 2025 isn’t just about managing performance or hitting KPIs. It’s about building a team that can hold two ideas at once: slow, silent progress and sudden, sharp change. That’s the real skill — and the edge — of tomorrow’s most effective leaders.

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Ep 28 Strategizing Around a Toxic Culture

This is a free preview of a paid episode. To hear more, visit longtermstrategy.substack.com

You are leading the development of a strategic plan in an organization. The company has a very transactional culture in which staff members are doing the minimum required to get by.

However, the company needs to develop a game-changing strategic plan to stay relevant in its industry. You are concerned that staff members don’t care about the future of the organization, but their buy-in is essential.

How can you get them interested in a shared future vision for the organization, beyond a mere paycheck or bonus?

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

I’m Francis Wade and welcome to the JumpLeap Long-Term Strategy Podcast

Debilyn Molineaux serves as the catalyst for the American Future project to help everyday Americans discover and believe in a future that will be “worth it” to work together for the sake of our nation. Debilyn is a serial entrepreneur, co-founding many organizations and transpartisan projects over her 20+ year career in establishing the democracy ecosystem.

Here’s a 20-minute video excerpt.

To watch the full video, see below, under the paywall for subscribers.

Podcast: Play in new window | Download

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Choosing Your Own Culture: The Role of Planning

Your company is chasing bold results—but something keeps getting in the way. Again and again, your corporate culture seems to sabotage your efforts. Should you push forward anyway? Or is this just the way things are?

As a seasoned executive, you’ve seen a variety of workplace environments—some vibrant and inspiring, others toxic and draining. You know how much culture matters. Yet, you might still be unsure whether it’s worth focusing on. Culture often feels vague and untouchable. Should you even bother trying to change it?

Before you give up, here’s a practical way to look at culture that might change your mind.

Culture, Defined

You’ve probably heard Edgar Schein’s famous phrase: “The way we do things around here.” That’s a simple, usable definition of corporate culture. I take it a step further and suggest this: Culture consists of the automatic, habitual behaviours that happen without anyone thinking too hard.

Take meetings, for instance. Do they start on time? Do they end as scheduled? Is it okay for someone senior to show up late? The answers to these questions reflect ingrained norms—habits everyone follows without being told. These invisible rules add up to what we call “culture.”

Changing these norms can be tricky. At a macro level, formal initiatives like Business Process Management (BPM) can help define and improve the activities that drive value. These methods are well understood and widely applied.

But at the micro level—where people interact in meetings, emails, and casual chats—there’s often no playbook. These day-to-day behaviours tend to evolve on their own, without guidance.

That’s where things get messy. Without structure, informal communication fills the gap. Stories, rumours, and assumptions spread like wildfire as people try to make sense of what’s acceptable and what’s not.

Still, you’re not powerless. There is something you can do.

Conversations Shape Culture

One powerful lever for change is everyday conversation. If you’ve ever switched jobs or moved to a different country, you’ve likely felt the shift: new phrases, new topics, new tones. What people talk about—and how—can differ dramatically.

Consider this: in The Trinidadian Executive in Jamaica study, we found that foreign leaders often felt awkward in Jamaican offices. Why? They were surprised by how formal local workplaces were.

Most Jamaicans don’t even notice this, but we often address leaders with lofty titles—“General,” “Boss Lady,” or “Sir Francis.” It’s a form of respect.

But to some Trinidadians, this feels like a barrier. Their culture celebrates an egalitarian ideal—“All Ah We Is One.” Using made up titles seems to contradict that value and introduces a hierarchy they’d rather avoid.

This small example illustrates a bigger point: culture lives in language. And once you can see the patterns, you can influence them. As Dr. Fernando Flores suggests, organisational life is really a network of conversations. Shifting this network can shift the culture.

Becoming Literate About the Future

Every organisation has its eyes on the future. But few realise how much our view of the future shapes our experience of the present.

It’s why people are often in better spirits on Friday afternoons than on Sunday nights. Even if they’re still at work, the prospect of the weekend lifts their mood.

Yet most managers aren’t trained to talk about the future with any real skill. Instead, they fall back on vague optimism—or, worse, helpless pessimism. That’s a missed opportunity.

Dr. Riel Miller, a leader in the field of Futures Literacy, argues that we’re more effective when we treat the future as something we can shape, not something that’s already decided. Here are three key insights from his work:

  • The future is open. It’s not set in stone.
  • It affects us now. For some, it energises; for others, it weighs heavily.
  • Leaders can help teams pursue viable, meaningful futures—even in the face of uncertainty.

This means the way leaders talk about the future matters—a lot. Many fall into the trap of writing vision statements that sound inspiring but lack substance. Others go to the opposite extreme, declaring ambitious goals no one really believes.

A better approach? Develop a clear, realistic long-term vision—one that aligns with your strategy. Then use that vision to shape how people think, act, and talk.

This future-focused perspective becomes a powerful tool for transforming culture. In uncertain times, when fear is common and change is constant, a shared view of what’s possible can unite and energise your organisation.

When you connect culture with vision and strategy, you create a resilient system—one that can keep moving forward, even through turbulent periods. Over time, this foundation enables your team to build momentum and stay inspired.

And that’s when the real transformation begins.

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Ep 27 – Missing Insights | How to Find Breakthrough Strategies in the C-Suite

This is a free preview of a paid episode. To hear more, visit longtermstrategy.substack.com

You are convinced that your company or client needs a game-changing strategy. But you have also worked with them to see that their thinking is pedestrian. Ordinary. Run of the mill. Business as usual.

You realise that one element which is lacking is a set of powerful insights. Without them, you’ll always be stuck no matter how well they do at implementation.

And if a competitor comes along, like Deep Seek, you’ll be disrupted.

Tune into this episode to join me in tackling this wicked problem.

And here’s a resource I mentioned for scanning future trends:

https://www.futuresplatform.com/

Here is the complimentary video excerpt for free subscribers. The full video is behind the paywall below.

Podcast: Play in new window | Download

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Navigating Uncertainty: Step Back, Look Ahead, and Define Your True North

As a senior executive, you are no stranger to the relentless waves of change sweeping across North America. The onslaught of daily upheavals can feel overwhelming, making it tempting to believe that success hinges on reacting swiftly to each new development. But is this truly the most effective path forward? Is there a smarter, more strategic way to navigate the turbulence?

If these questions have crossed your mind, you are not alone.

For many leaders, it feels as though the world has downed a double shot of espresso. Major disruptions that once occurred sporadically now seem to arrive in rapid succession, sometimes multiple times in a single day. In the past, convening an emergency meeting may have provided some sense of control. However, this approach is no longer sustainable. Constant crisis management is an exhausting, reactive cycle that diverts energy from long-term strategic imperatives. Forward-thinking executives are realizing that a different approach is required—one that prioritizes a steady course over continual reaction.

The End of a Comfortable Status Quo

Canada has long enjoyed a privileged economic relationship with the United States, a stable partnership that many organizations assumed would remain unshaken. For decades, Canadian businesses could rely on predictable trade policies and seamless access to the U.S. market, much like cyclists drafting behind a peloton leader.

But today, that certainty has eroded. The political landscape in the United States has grown increasingly volatile, resembling a cantankerous relative prone to unpredictable outbursts. Just as you wouldn’t stake your business on the hope that an erratic family member will suddenly become reliable, Canadian firms can no longer afford to take U.S. stability for granted. Instead, they must develop contingency plans that mitigate risks and reduce dependence on a single, unpredictable partner.

This shift is causing ripples throughout the entire supply chain, affecting customers, suppliers, distributors, and regulators on a global scale. Many Canadian executives are realizing that simply reacting to daily shocks is not a viable strategy. The smarter move is to step back and reassess their long-term direction.

Lessons From the Chaos

More business leaders are awakening to some hard but valuable lessons. While these insights have always been available in theory, firsthand experience has proven to be the ultimate teacher.

Lesson #1: The pace of disruption is too fast for deep analysis of every crisis.

The sheer speed at which events unfold means there is little time for comprehensive assessments of each disruption. Many executives now recognize that this state of volatility is not a passing phase—it is likely to persist for years, regardless of political leadership changes.

Lesson #2: Few organizations engage in rigorous scenario planning.

Despite repeated warnings about potential disruptions—such as Trump’s supporters actively promoting Project 2025—many assumed these threats would never materialize. As a result, they failed to anticipate today’s challenges and are now scrambling to adapt.

Lesson #3: Structural changes require years of planning and execution.

Adjusting supply chains, diversifying markets, and securing alternative resources take far longer than many executives expect. Consider Tremcar, a Canadian manufacturer of tanker trailers. The company relies on aluminum imports from the U.S., but retaliatory tariffs could jeopardize its operations. While Canada has domestic aluminum production, sourcing materials locally requires significant logistical adjustments. What seems like a straightforward shift is, in reality, a complex, long-term endeavor.

This challenge extends beyond Canada. In Jamaica, a transformation that has been years in the making is now disrupting the courier industry. Amazon’s recent introduction of free shipping to Jamaica may appear to be a win for consumers. However, for companies like MailPac, ShipMe, and DHL—whose business models revolve around importing goods for local shoppers—this shift presents a major existential threat.

If these firms did not foresee this change and adjust their strategic planning accordingly, they now face an uphill battle. This underscores a critical reality: businesses that fail to anticipate disruption are left scrambling to survive when it arrives.

Finding Stability Amid Chaos

It is easy to assume that your industry is an exception, that the disruptions affecting others won’t impact you. However, rather than relying on luck, a wiser course of action is to take proactive steps to future-proof your business.

The most effective way to navigate uncertainty is to step back from the daily noise and adopt a long-term perspective. This requires more than a vague vision statement or an inspiring corporate mantra—it demands a clearly defined True North that serves as a guiding principle for decision-making over the next 15 to 30 years.

This level of strategic foresight may seem daunting, especially in an environment where rapid changes create the illusion that long-term planning is futile. However, consider the analogy of air travel: throughout a flight, an airplane is off-course the majority of the time. Yet, through continuous small corrections, it reaches its intended destination.

Your organization must do the same.

Instead of allowing the turbulence of current events to dictate your direction, use these disruptions as an impetus to sharpen your strategic focus. Employees, stakeholders, and investors may feel unsettled by the uncertainty around them, but a well-defined True North provides the stability and clarity needed to move forward with confidence.

By resisting the urge to react to every headline and instead anchoring your organization in a steadfast long-term vision, you create a roadmap that ensures sustainable success—regardless of the chaos that may unfold along the way.

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The Leadership Trap: How Dominating Strategy Sessions Stifles Innovation

Smart CEOs instinctively understand that game-changing decisions require a unique context. But what exactly makes breakthrough strategic thinking different? And why do so many leaders struggle to get it right?

In almost every strategic planning project I participate in, there’s a quiet conversation with the top leader before we begin: “Don’t dominate the discussion.” It’s a simple directive, but not always easy to follow. Sometimes, we even have to step in to maintain the right balance.

But why should you, as the top executive, take this advice seriously?

After all, you think about corporate strategy more than anyone else on your team. You’re the only C-Suite leader who oversees all functions, ensuring cohesion across departments. So why would we suggest that you take a step back when crafting a game-changing strategy?

Not a Search for Quick Solutions

Your leadership team is already well-versed in emergency thinking. Every week or two, you gather to brainstorm solutions to immediate problems. Like a general, you take the lead, act decisively, and hold colleagues accountable. Their role is to execute and report back at the next meeting.

While each team member focuses on their own responsibilities, you oversee everything. If you miss a meeting, progress often slows. You are the driving force.

But experience shows that game-changing strategy sessions should NOT follow this familiar script. Instead, the entire team must shift from a “Present Forward” problem-solving mindset to a “Future Back” perspective—one that envisions what’s possible before determining how to get there.

To make this shift, you must deliberately set aside old habits. Now is the time to:

  • Diagnose the current situation without rushing to fix anything.
  • Identify external patterns and trends that are easy to overlook.
  • Surface long-term challenges that could take decades—not days—to solve.

If you dominate the discussion, you disrupt this transition from urgent problem-solving to visionary thinking. In doing so, you risk becoming the biggest obstacle to creating the new context your company needs to move forward.

This isn’t easy to do. But why?

Embracing Complexity

You likely agree—weekly meetings aren’t the place for major strategic decisions. Why?

Breakthrough decisions require leaders to engage directly with complexity. This is true for any company large enough to have a leadership team of specialists.

Many executives recognize this and don’t attempt to tackle complex strategic issues in a regular meeting. Instead, they set aside dedicated time to create a different kind of conversation—one that allows them to go deeper than ever before. This approach is the only way to uncover the radical insights that drive game-changing strategy.

But achieving this depth of thinking isn’t about making a long wish list, writing a report, or hiring consultants to do the work for you. These approaches often obscure complexity rather than address it. Similarly, if you dominate the discussion, you limit the depth of insight your team can generate.

Instead, embrace a different approach.

Distributed Logic

To tackle complexity as a team, you must commit to achieving true breakthrough thinking. Start by crafting a vivid, detailed vision of your organization 15 to 30 years into the future—one so specific that it forces you into bold new strategies.

A game-changing strategy isn’t a simple checklist. It’s a multi-layered, interconnected set of decisions. Because of this, only a fully engaged C-Suite team can create it. No single leader, no matter how visionary, can develop it alone.

When executives work together in this way, they generate the insights needed to make the right strategic choices. Given the high stakes, this type of collaboration becomes the most meaningful form of team-building available.

Unlike traditional exercises involving ropes, ladders, and artificial challenges, this is not a simulation. The decisions made in strategic planning have real and immediate consequences. It’s the equivalent of making a U-turn in an oil tanker—slow, deliberate, and high-impact.

The Leader’s Role: Facilitating the Shift

So, what is your role as the top leader?

If a powerful strategic context is to emerge, you must actively facilitate its creation. This may feel uncomfortable at first. You may be used to being the driving force behind decisions. But stepping back to create space for collective insight is the true mark of leadership.

This is the only way to bring about a “Future Back” mindset at scale—perhaps for the first time within your C-Suite.

If your team struggles to navigate today’s global disruptions, don’t double down on quick fixes. Instead, create a larger, future-focused context—one that fuels powerful, game-changing decisions.

This article is based on a Gleaner article published on March 16th 2025.

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Ep 26 – Seth Godin – Stuck in Stale Strategy? Seeing Systems Holding You Back

Your company is built on systems – a whole bunch of systems which are intertwined.

Understanding how they work together is critical for any strategic changes you want to make.

However, you have also seen system diagrams. They look awful, with too much detail, and don’t capture the essence of what happens at any level of the organization. Plus, they take forever to build.

So you know you need to have this knowledge but how do you begin to grab hold of it so you can use it in your strategy? Where is the practical application?

Tune into this episode to hear from me and my special guest, Seth Godin, as we tackle and even try to solve this wicked problem together.

Plus – if you enjoy Seth’s work in this area, here’s a new experiment. I opened up a NotebookLM-like page on Cobundle – https://strategyconf.fwconsulting.com/resources-ep-26-with-seth-godin-strategy-and-systems/.

YouTube Chapters

0:00 – Introduction: Why Systems Thinking Matters

2:00 – The Invisible Systems That Control Your Decisions

5:00 – The Danger of Ignoring Systemic Change (Yahoo vs. Google)

9:00 – How Companies Get Stuck in Old Ways of Thinking

12:00 – Walmart’s Smart Decision to Delay Competing with Amazon

16:00 – Why Traditional Strategy Tools Are Failing You 20:00 – How to Help Leaders See Their Own System Blind Spots

25:00 – The Power of Storytelling in Strategy

31:00 – The Role of Emotion in Driving Change

37:00 – Breaking Free: How to Build Strategy That Actually Works

41:00 – Final Insights & How to Apply This to Your Work

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

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