Failing to Plan

Most people prove their strategic intellect by identifying strategic failure. They point out the lack of focus, initiative, the fact that it is too fast or too slow, too this, too anything, too much and not enough. The detractor makes strategic success un-obtainable, but if something does happen that was strategic and successful, they strategically play up to it as something that happened from ‘above’ and was bound to happen. Before understanding strategy, you have to understand how people refute it, and how to ignore them.

If people sniff a strategy, they will oppose it even when they can’t forecast the outcome. There will always be those who will throw up barriers to strategy. Fear of change is hardwired into the brain; it is closely followed by envy of others’ better ideas. If they beg for attention and warn you against your strategy, give the detractor as much credit as they need, because if you fail they can become an ally and shoulder to cry on – after all, they knew all along. And should you succeed, the look on their faces is an experience best enjoyed in reality. If you can’t stand them then just ignore them completely – don’t complain to them, and certainly don’t explain to them.