Strategic Acceleration by Tony Jeary (#3)

In order to strategically accelerate, you need clarity of what you want, focus to properly allocate effort and execution to get the job done. I think we all know this, but it helps to see it spelled out sometimes.

Tony Jeary discusses how to look at the current conditions you are in (including your strategic positives and negatives) and then by comparing this to your future vision, identify the gap you need to cross.

"The gap between current conditions and your future vision is made up of goals that create a mosaic of activity designed to produce predictable results and success" (page 112). By focusing on the high leverage activities which will bridge the gap to your future vision, you will experience success. The key here is that you must maintain focus and work on the high leverage activities.

"Can you visualize your activity as an impact gauge that has a needle on it indicating the effectiveness of the action you take? High-leverage activities that produce strategic leverage always move the needle to the right, and those are the activities that require your focus." (page 101)

If your future vision is something that you cannot see today (meaning you cannot imagine how to get there), get focused and go as far as you can see and then you will see farther.

The "Execution Tripod" of Strategic Acceleration represents the final step after you have found clarity and focus. It is also the step which requires you to "do" the most work. It has three components: Persuasion, Production and Presence.

"You need others' assistance and cooperation to be successful, and your ability to persuade has a lot to do with the willingness of others not only to assist you, but also to do so by exceeding expectations." (page 127) This is a powerful statement because if you could inspire those around you through demonstrated actions to exceed expectations even as you raise the bar, you will experience an exponentially better result.

This is not as easy as it sounds because, to change other people's attitudes and behaviors, "you must impact people at the level of belief because people become willing to change voluntarily only when they change what they believe." (page 143)

"Nothing persuades more effectively than a leader who sets the right example for his team, children, associates, and colleagues to follow." (page 145)

After reading this section I "get" something new. I realized that I am missing opportunities to inspire those around me through demonstrated actions. In my daily life I spend time in a leadership role as a father (note I did not say husband) and boss. I can be better at consistently exceeding expectations when it comes to these rolls...and I am going to start today at this moment.

So, while I planned on reading the last 50 pages of this book in the next hour or so, I am going to exceed the expectations of my wife and do the grocery shopping instead. See ya next post :)