Podcasts from a Caribbean Cubicle

Imagine you've joined a board, only to discover it's deeply mediocre. This is your third meeting, and it's becoming clear that the issues you sensed in the first two weren't incidental—they're ongoing. How do you address this underperformance? Luckily, you aren't the only one who's noticed. Some members recognize that long-standing issues have held the board back for years, and while they've tried initiating change, nothing has stuck. These are complex, systemic challenges that won't be resolved by casual discussions, pep talks, or a thoughtful email. Swift, strategic action is needed. But how?

If you're part of a large public-sector organization or a multi-divisional private company, you probably operate within a framework of a “master plan.” This overarching strategy is meant to guide your organization towards its long-term objectives. Yet, despite the hard work, key milestones and targets may still be missed. How can you ensure that your organization achieves significant, measurable results?

Imagine this scenario: You're a newly promoted executive involved in a strategic planning project and notice that one person is dominating the process. This individual is intelligent, but should you feel relieved or dismayed by their takeover?

As a leader in a government Ministry, Department, or Agency (MDA), you're deeply committed to creating strategic plans that make a significant impact. However, it's easy to get caught up in bureaucratic compliance, which can divert you from making the meaningful contributions you desire. So, how can you truly make a difference?

As a company leader invested in the future of your enterprise, it can be frustrating to see others content with handling issues only when they arise. How can you instill a culture of forward-thinking in your organization? In many local organizations, strategic planning is often viewed as a luxury—an activity to be deferred until more stable times, when there's ample time and money. For others, it's merely a compliance exercise. Large companies and governments may conduct planning sessions just to meet requirements, with little emphasis on meaningful strategy

In the business world, the end of a CEO's tenure often brings about significant challenges. As CEOs near the conclusion of their careers, a troubling pattern emerges: their actions can sometimes undermine long-term value and pose serious risks to the organization. This phenomenon is rooted in several behavioral tendencies that intensify over time, but they aren't easy to spot.

As a proponent of long-term thinking in your company, you've likely encountered resistance. You may feel isolated, struggling to articulate the value of strategic foresight to colleagues focused on immediate concerns. This guide aims to provide you with a framework to effectively communicate the importance of long-term strategic planning (LTSP) and engage others in this crucial mindset.

Your company has a long history of putting together strategic plans. And you have diligently read them all in a search to understand the intentions of prior leaders. But as you look them over you are concerned. There are lots of todo lists, action items, and budgets, but the underlying plan seems to lack something important - a strategy. You can't quite explain why this is the case, but you can tell when that intangible quality is missing. Perhaps, there should be a better way to tell than just raw instinct, but how? Tune into this episode to hear from me and my special guest, Alexis Savkin, as we solve this wicked problem together.   I'm Francis Wade and welcome to the JumpLeap Long-Term Strategy Podcast - https://longtermstrategy.info

You love your national sport. Seeing the Jamaican (or West Indian) flag soar above a global stage fires you up. But you also see that in football and cricket, we've fallen. Could it be about long-term thinking? When the West Indies men's cricket team dominated the world in the 1980s and 90s, other countries envied them. They all tried to catch up, but Australia's response was unique. They decided to invest in youth cricket like never before. Why? They recognized a long-term problem. Quick fixes wouldn't solve it permanently.

As a corporate or national leader, you're deeply concerned about the future of your enterprise or country. But you may notice something is missing—a sense of shared hope and engagement. You ask yourself, “Why?”  

Your organization has crafted a vision for the future, winning the approval of a wide array of stakeholders. But how do you keep that momentum alive beyond the initial excitement and actually deliver results?

As a Jamaican employed in an organisation, you are worried about the future of our nation. It appears as if our country is stumbling along, barely keeping its head above water. At the same time, you are aware of the power of a corporate vision. Why hasn't someone done one for our 2.8 million people on the island, and the other 2+ million in the Diaspora? The good news is that something is already in place in the form of Vision 2030. But why isn't it changing your everyday experience?

As a member of the C-Suite, you may readily support Big Hairy Audacious Goals (BHAGs)—those ambitious, industry-shaping aspirations that separate leading companies from the rest. These high-stakes goals have the power to disrupt entire industries, often turning bold vision into remarkable results. Yet, you've likely also encountered the sobering insights from *How Big Things Get Done* by Bent Flyvbjerg and Dan Gardner. Their research highlights a harsh reality: major projects across the globe frequently fall short.

In today's dynamic work climate, a directive-driven leadership approach is a thing of past. The modern workforce is more knowledge-driven and expects not just orders, but understanding. The challenge now lies in crafting a leadership style that inspires and engages employees. This is where the subject of our podcast, 'presencing' plays a crucial role. To put it simplistically, presencing is about influencing what's 'present' in the mental space of your employees, shaping their actions and decisions in line with the strategic vision of the organization.  In this episode, we explore various aspects of presencing and how it can be practically imbibed to transform your workplace. Topics we touch upon include comparing past and present strategies, the role of rituals in a shared identity, and techniques to establish the presence of your vision and strategic plans in your employees' daily actions. Importantly, presencing is not about aping other organizations but finding what works for your own. It points towards introducing regular touch points, keeping the organization's vision alive, and driving alignment across the company to foster engagement and catalyze growth with strategic plans. Join us in this enriching discussion that aims to redefine leadership and transform your organization into a cohesive and aligned workforce. Don't forget to check the blog section on our website for more insights and advice on improving your Caribbean company's strategy, productivity, and engagement.

As a leader, you navigate a relentless sea of deadlines and short-term goals. The pressure to be agile and decisive is immense. Yet, amidst the daily chaos, a powerful tool often gets neglected – the long-term vision. You might believe it's a luxurious indulgence, a distant dream with little bearing on the here and now. But what if I told you that fostering a vision for a faraway future can have a profound impact on your company's immediate performance?

Welcome to the latest episode of Chronicles from a Caribbean Cubicle Podcast. In this episode, our host Francis Wade shares insight on transforming the hypersensitivity found in employees into an urge for purposeful contributions. The discussion digs deeper into the significance of understanding the root cause of hypersensitivity in workplaces rather than addressing the surface-level symptoms. This enlightening piece reveals three strategic perspectives that can shape more profound senses of purpose and inspiration among office staff. The concept of Hurricane Heroics is introduced and explores how exceptional potential can be unlocked even without a catastrophic event. It highlights the idea that the anticipation of a significant future can alter human behavior and influence extraordinary output from employees. The discussion proceeds to explore the concept of an Urgent Inspiring Future as a tool for harnessing the power of purpose. By anticipating a return to normalcy, people are empowered to bounce back quickly after a hurricane. Similarly, crafting a joint future that deviates from the usual could offer employees a compelling 'why' and consequently foster higher productivity levels. Wade further discusses the value of 'Your Company's Peculiar Destination', advising managers not to shy away from asking for more output from employees. Through this, he encourages managers to challenge their staff with a potential meaning for them to fulfill, thus unleashing their gut desire for a sense of accomplishment and more value in their roles. This episode ends with a crucial advocacy for purpose over comfort. Vouching for this strategy, Wade confirms that by creating a shared future vision that transcends the mundane, managers can tap into their employees' inherent desire for meaning. This strategy ultimately leads to a more passionate and determined team that willingly surpasses its perceived limitations. Wade concludes the episode with an invitation to Caribbean companies facing unsolved problems related to strategy, productivity, engagement, or business process improvement to explore a fresh line of thinking through his previous articles. To learn more, visit blog.fwconsulting.com or see the show notes.

You are a leader, and are well aware that both private and public sector organizations must prioritize long-term thinking. As a result, you can immediately enumerate some of the main reasons. However, there are persistent corporate issues that appear unrelated to long-term planning. Therefore, their sudden presence catches leaders off-guard. Failing to complete a long-term strategic plan can lead to three anticipated but uncommon issues.

You are someone who is already a long-term thinker, working in a for-profit company. Unlike many, you don't need to be convinced about the importance of long-term thinking. Somewhere early in the past - childhood, early career - you embedded the idea in your thinking. Now balancing short and long term thinking is a part of your character. But this may be why you are confused. Others around you don't share this trait. In fact, you feel like a fish out of water - always harping on the need for long-term thinking, sometimes asking inconvenient questions. You can't understand why others don't share your concern. And it's not that you are particularly ESG, sustainable or anything like. Nor do you come from an old-school. You sense that the company would make better decisions if it had more than the usual 3-5 year plan. But how do you convince others in the C-Suite, and the board, to think with an additional lens?  Tune into this episode as I tackle this wicked problem. For the full episode reserved for paid subscribers, visit this episode of the JumpLeap Long-TermStrategy Podcast https://strategyconf.fwconsulting.com/episode-13-convince-long-term-vision.

Similar to most companies, your firm also has a vision or purpose statement. The initial idea was meant to ignite inspiration, but lately, it seems to have lost its allure. What interventions can you implement to foster a collaborative environment and encourage your staff to go above and beyond? And how does this statement support the goals outlined in your corporate strategy? Read this and other articles at https://blog.fwconsulting.com

Navigating professional challenges can feel daunting when your usual methods of coping fail. Friction with colleagues, performance setbacks, economic pressures - these issues can linger and even permeate teams. In times of turbulence, a fresh perspective is needed to build resilience. But where can you start?

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.

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.

Have you ever left a strategic planning retreat feeling invigorated, only to find that the excitement fizzles out? Despite the initial enthusiasm and belief in the positive change that was about to ensue, weeks later, the essence of those profound discussions becomes a distant memory. The baffling reality is this: a gathering of bright, dedicated individuals, all ardently striving to make a meaningful difference, encountered an unexpected descent post-retreat. The perplexity of this decline seemed insurmountable, leaving one pondering what went awry.

The transition from manager to CEO often proves to be an intricate journey, one that presents unique challenges to those stepping into this elevated role. Managers, typically adept at producing short-term results, find their focus honed on meeting quarterly or yearly targets. However, a distinct realization dawns upon some top-tier executives – a profound responsibility transcending immediate successes. This newfound responsibility calls for the articulation of a vision. But it can't be a hollow ‘vision statement.' Instead, it must be a transformative, long-term destination capable of captivating and engaging stakeholders on a deeper level.

Ensuring your plan possesses a genuine strategy is crucial, yet sometimes, strategic plans lack strategic essence. Here's why this happens and how to prevent it. Imagine joining a new management team and attempting to grasp the existing strategic plan. You ask for documentation due to the confusing explanations from your new colleagues. However, reviewing the outputs from the last planning project doesn't provide the clarity you seek. Instead, it overwhelms with numerous words and diagrams, leaving you feeling lost. The strategy fails to emerge from the pages.

In every organisation, there are employees whose primary motivation is simply trading their time for a paycheck. Unfortunately, these individuals contribute to creating a negative and toxic work environment that is detrimental to the leadership team. Negativity takes over the corporate culture. Is there a way to tap into greater motivation among your staff? As a C-Suite executive or board member, can you do more to provide your employees with a chance to discover meaning in their work? This article was inspired by a prior column in the Jamaica Gleaner.

You are someone who is aware of the 17 Sustainable Development Goals (SDGs) announced in 2015 by the United Nations. Their value is not in question - they are objectives the entire world hopes to realize. But recently, Secretary General Antonio Guterres declared that the SDGs are on the path to failure. Launching a special edition of the Sustainable Development Goals (SDGs) progress report, he warned that their collective promise made in 2015 of a more green, just and equitable global future, is in peril.  “Unless we act now, the 2030 Agenda will become an epitaph for a world that might have been,” he said.  Like others, he offered a number of prescriptions. However, they aren't likely to move the needle on disappointment looming on December 31st, 2030, the date on which they are supposed to be achieved. Those of us who know about long-term strategic planning are horrified by the lack of progress, similar to everyone else. But for us, there's more. This failure was inevitable due to fatal design flaws. By violating the fundamental principles of our narrow discipline, the UN cannot avoid the unfortunate situation it finds itself in. Despite the tireless work by thousands of well-meaning people, a slow-moving disaster is taking place in real time. However, with six years to go between 2023 and 2030, there is a vanishing opportunity to declare victory at the end of the decade. How? Continue reading to understand why a “hard reset” could save the world from disillusionment. Read the full complimentary article at this link. https://open.substack.com/pub/longtermstrategy/p/the-problem-with-the-sustainable?r=1m184&utm_campaign=post&utm_medium=web

Many companies lack a formal product development unit. Instead, ideas are casually pitched to the CEO, and the next steps depend on their mood at the moment. This approach often falls short in delivering consistent innovation, resulting in products and services that closely resemble competitors' offerings. If you're a monopoly, your products might become stale over time. To stand out, you need innovative ideas that provide real value to your customers. The challenge? You may not have the resources to hire a full-time R&D team, and even if you could, you might not trust newcomers to handle the job effectively. So, how can you consistently set your offerings apart from the rest?

As a dedicated board member, you actively contribute to meetings and aim to make a meaningful impact. However, there are moments when you find yourself quietly frustrated, wondering if the discussion has veered into the minutiae, and then even further into micro-details. Why does this happen?

In the past, the business world held a strong emphasis on keeping promises. Unfortunately, today, it seems that commitments are easily broken at the slightest inconvenience. Many of us have witnessed this trend, even though there are occasional benefits when someone lets us off the hook. However, there's a valid reason for concern. A corporate culture where trust in one's word is waning can spell doom for the bottom line.

In the past, the business world held a strong emphasis on keeping promises. Unfortunately, today, it seems that commitments are easily broken at the slightest inconvenience. Many of us have witnessed this trend, even though there are occasional benefits when someone lets us off the hook. However, there's a valid reason for concern. A corporate culture where trust in one's word is waning can spell doom for the bottom line.

In the ever-evolving landscape of business, some voices argue that the concept of strategy is becoming obsolete, overshadowed by the rapid pace of change. Yet, beneath this assertion lies a reluctance to engage in deep, thoughtful planning—a sentiment that betrays a certain intellectual inertia. How can we reshape this perspective, sparking a transformation in those who seem trapped within it?

You are a Caribbean HR Professional who has noticed the respect finance professionals receive in the C-Suite. What they say seems to matter. As a result, your colleagues in the finance department can see a clear path for themselves to the C-Suite. From accounting analyst, to manager, to director, to CFO, to CEO/MD. But the same isn't true for you. In fact, the total number of HR managers to gain a promotion to the CEO level in anything other than a small company is negligible. (see blog.fwconsulting.com for the full transcript)

You have heard of CSRD (the Corporate Sustainability Reporting Directive), at least in passing. As a new reporting requirement, it calls for your company to submit annual non-financial information, starting in just a few years' time. As someone who cares about long-term environmental and social impacts, you like where this is going. But you are concerned that it will turn into a bureaucratic slog, in which laudable goals are lost in a tsunami of reporting requirements. Far from inspiring staff to do the right thing, you imagine it becoming a war of attrition between staff and some faceless regulators. After all, you have seen this happen before. So, you have every right to expect that the same thing will happen again. In this article, we'll look at concrete ways for your firm to benefit from CSRD and its impact on strategy. There are many early actions to take to prepare, but they have something in common. They all rely on your understanding of the intent behind the framers of the standard - The European Financial Reporting Advisory Group (EFRAG). In this article I'll suggest the standard is a “nudge” in a positive direction which can empower your leadership team, strategic planning staff and all stakeholders. The article is published in full here.

The world is changing fast, and “winning” in business may already be a fool's errand. You are a company leader who has risen through the ranks. You enjoy the competitive side of running an organization. Why? There are obvious winners and losers defined by a P&L scorecard. Plus, you have tactics and strategies to choose from. And finally, you can see a clear correlation between your efforts and results. But what if the changes taking place in the world are making a mockery of the race you are mentally contesting? Keep reading if you want to stay ahead.

You have heard of the Corporate Sustainability Reporting Directive or its acronym, CSRD. You know that it has something to do with the EU which means that you haven't paid it much attention. It's far away. However, this could be a mistake. This new standard for disclosure reaches into some unlikely places for all companies who do business with the continent. In this article, we'll look at the impact on your corporate strategy. You can find prior articles at https://blog.fwconsulting.com

Your business offers a product or service. Regardless of how well your offer sells, you wonder whether or not you are leaving money on the table. In other words, are you charging the best price possible? This question is often left to opinions, chance, or comparisons with competitors. These choices unfortunately indicate the lack of a defined philosophy. Alex Hormozi's book, $100m Offers, provides a simple way to think about the challenge of setting prices. If you have a sense that your company should reconsider its thinking, keep reading.

Your company has once again begun to look to the future. It's shaken off the post-COVID blues and must now position itself in its industry with a fresh strategy. But all of your executives are not convinced that hard choices must be made. How can you persuade them?

As a leader, you need to provide your organisation with a clear path for the future. But you also hate changing direction in mid-stream. Some say you shouldn't bother to make any long-term plans in the first place, but is that the best solution? It pains you to think of spending a lot of time and money to create extended plans which require updates when there is a disruption. Why? You know staff can feel disempowered when a rethink is needed.

Your company is dealing with a significant challenge. Due to the complexity of the issue, it's hard to determine the right path forward. This is an intellectual puzzle that needs the attention of analytic minds. But is finding the optimal answer your only concern? After all, the management team has had implementation problems in the past. As such, you sense that the "soft side" warrants some consideration to succeed by the end.

“Francis”, clients sometimes ask, “Why do you recommend a two-day strategy retreat?” Usually, they want to get the most from their workshop, but also don't wish to waste a moment. After all, top executive time is quite expensive. Assuming that your company has agreed to such a workshop, what's the difference between one, two, or more days? Catch up on all past columns at https://blog.fwconsulting.com

You don't normally think for long about the lasting impact your actions have on unknown business colleagues. This is particularly true if they haven't even been born. But is there a reason to consider far-future generations of leadership in your company? See past columns at https://blog.fwconsulting.com

You finally have time to look back at outputs from prior strategic planning retreats. A quick glance reveals an approach they used which includes “pillars”. If so, be aware: there are some drawbacks to this technique that could lead to a weak plan. Check out past columns at https://blog.fwconsulting.com

You agree with the general concept of having new products and services to offer your customers. After all, a company that relies on stale stuff is likely to fail. But how do you put together an effective R&D plan when budgets are limited?   For past columns see https://blog.fwconsulting.com

Have some people in your company become reaction-machines? In other words, do they run around all day responding to the latest crisis? Deep down, you know they are inefficient, but what can you do to shift to a culture in which the future is created rather than feared? For past columns, see blog.fwconsulting.com

We all know what it's like to be inspired by a vision of the future. It feels good, as if we are responding to a higher purpose. But why do corporate visions fall often flat? For other articles see https://blog.fwconsulting.com

You have a serious concern for your personal productivity. It's annoying to realise moments where you could have done things more efficiently. Why? You are someone who hates to see time being wasted. But when you reach out for help, all you receive is “foreign” advice, far removed from your experience. To read prior columns, see blog.fwconsulting.com

We all know what it's like to be inspired by a vision of the future. It feels good, as if we are responding to a higher purpose. But why do corporate visions fall often flat?

You are about to begin a fresh round of strategic planning. The team is eager, but before the retreat starts, you have a tricky decision. What length of time should your organization create a plan for? Visit our archives for past columns - https://blog.fwconsulting.com

You have heard the saying that “Culture Eats Strategy for Breakfast”. It has a ring of truth to it, but you don't want to believe that strategic planning is futile - a victim of large, negative forces which cannot be overcome. But if it's neither entirely right nor wrong, can we still use it? To access my archive of past columns, see https://blog.fwconsulting.com