Marlon Brando on the set of Julius Caesar, 1953
Should you have a strategy session with your team or not?
Many founders and CEOs secretly struggle with this dilemma.
A session is necessary because all parts of the company are clearly out of sync. But judging from past experience, a session is unlikely to be beneficial.
In the end, compromise wins—the pseudo-session at a modest price, without the involvement of the leader, and with entertainment for the team.
The mistaken belief is that the group's problem should be solved within the group.
We need to go back to a moment in the past when there were no employees yet, but the company already existed.
The founder had a vision of what kind of business could be built when the market opportunity forcefully called out, "Take the plunge, it's worth it!"
The future leader had to establish a hierarchy of goals and values within himself because there were many ideas, few resources, and time working against him (her).
Without clarity in mind, the entrepreneur wouldn't have been able to sign the first client, entice a talented employee, negotiate with partners, or raise capital.
In other words, synchronization begins in a single mind.
And only then, in the case of success, does it scale to everyone.
That's why in 99 out of 100 cases, I work with founders one-on-one.
Yours sincerely,
-Alexander
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