April 24, 2025 • 17 mins
Are you struggling to maintain strategic focus in today's unpredictable environment?
In this lo-fi, candid episode, Sara shares her insights on navigating strategic planning during persistent uncertainty. Whether you're impacted by shifting tariffs, changes in public funding, or volatile market conditions, this episode offers practical frameworks to maintain strategic momentum when forecasting feels (or is) impossible.
Episode Highlights:
- The Twin Traps: Why both over-planning and strategic abandonment are dangerous reactions to chaos
- OKRs as an Antidote: How focusing on outcomes rather than activities creates strategic flexibility
- Three-Step Framework: A practical approach to maintaining strategic momentum during turbulent times
- Building in Public: The strategic advantage of quick launches during rapid change
Common Questions:
- How do you create strategic plans when the environment is constantly changing?
- What should replace detailed action planning when circumstances shift frequently?
- How can leaders maintain team focus during periods of high uncertainty?
Notable Quotes:
"If you find yourself feeling like you need to revise your plan every time you turn on the news, you may be spending time planning that could better be spent on implementation." [00:03:59]
"OKRs let us focus on the goal and remain flexible about our plans, so they can be a bit of an antidote to over-planning." [00:04:27]
"The rapid iteration that's possible with building in public actually can create a strategic advantage during rapid change because you can be more relevant and responsive to exactly what's happening around you." [00:11:39]
Episode Chapters:
[00:00:00] Introduction to Thinkydoer Shorts
[00:00:36] Current Challenges in Strategic Planning
[00:01:49] Upcoming Workshop: Strategy During Chaos
[00:02:46] Adapting Strategic Plans to Uncertainty
[00:03:06] Avoiding Over-Planning and Abandonment
[00:06:49] Three Steps for Strategic Resilience
[00:08:07] Focusing on Immediate Priorities
[00:09:26] The To-Done List Approach
[00:12:03] Conclusion and Upcoming Events
Upcoming Events:
- Strategy During Chaos Workshop: May 7th at 9:00 AM and 4:00 PM Pacific. Just $19 (scholarships available). Register at findrc.co
- No-BS Strategic Achievement Intensive: May 15th-16th (two half-days). Create chaos-proof strategic plans with structured exercises and supported coworking. Register at findrc.co
Book Launch:
"You Are a Strategist: Use No-BS OKRs to Get Big Things Done" will be available in print (hardback and softback) on May 6th. Get the ebook now wherever you buy books. More info: youareastrategist.com
Stay Connected:
- Join Sara's newsletter at findrc.co/newsletter.
- Send questions through findrc.co/contact.
- Find Sara @saralobkovich on most social media platforms.
- For show notes and the full episode transcript, visit
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Welcome to Thinkydoer Shortswhere we embrace anti perfection
and dive straight into the messymiddle of strategy, leadership,
and personal and career growth.
I'm your host, Sara Lobkovich, creatorof No-BS Objectives and Key Results.
Host of the Thinkydoers podcast and I'ma strategy coach, big time goal nerd and
board certified health and wellness coachwith a focus on work life wellbeing.
(00:25):
In the next few minutes, we'll explorea current topic or insight to spark
your curiosity and provide you apragmatic starting place to take action.
Let's dive in.
Hello all and welcometo this lo-fi episode.
I'm sitting on my sofa recoveringfrom the flu, But I didn't wanna
wait to share this episode with you.
(00:48):
I've been having conversation afterconversation with clients lately about how
to exist strategically in an environmentthat is as uncertain and chaotic as
the one that we're all operating in.
It's kind of the topic of the day I haveclients dramatically impacted by tariffs
(01:10):
and the news shifting and changing there.
I have clients dramatically affectedby spending in public health and
education and by federal fundingdecisions that are being made.
So in normal cycles, I'm often having thequestion from clients, how do we create
strategic plans or strategic goals oroperate strategically when we're in an
(01:33):
environment that is constantly changing?
but I'm usually hearing that fromstartup founders and solopreneurs
as an objection to working with OKRs,where now every single one of my clients
is impacted by the uncertainty of theenvironment that we're operating in.
So I wanted to take a minute today togive you a sneak peek of some of what
(01:53):
I'm gonna be talking about in an upcomingworkshop called Strategy During Chaos
that I'll be hosting on May 7th at9:00 AM Pacific, and then again at 4:00
PM Pacific to make it a little morefriendly for my global time zone friends.
If you'd like to join me for thatworkshop, it's only $19, and if a
scholarship would help or you needa fee waived, just let me know.
(02:16):
This is one where I might even just enablethe pay what you can option to make it
more possible for anyone to participate,
because trust me, there is noshame in $19 being a barrier
to participation at this point.
I get it.
But just in case you can't join,I wanted to share some of the key
points right now here in this episode
because all signs point to thiskind of chaotic and rapidly shifting
(02:42):
operating environment is here tostay at least for the next few years.
So instead of creating strategicplans that are resilient from
occasional disruption, now we'refocused on creating strategic
plans and creating strategic goals
that are resilient for even persistentuncertainty that we're all operating in
(03:02):
There are twin traps thatapply in conditions like this.
The behavior that I see is that folkstend to either shift into over planning
mode or kind of abandon the hope ofoperating strategically entirely.
When the world is uncertain, oneof our instincts as humans is
to focus on what we can control.
(03:24):
And what we can control is our plans.
We can control our plans about what wethink we need to do or what we aim to do.
And so a common responsein a situation like now
is that we try to comfortourselves and give ourselves some
clarity by creating detailed.
Action plans and then adaptingthem as circumstances change.
(03:48):
There's nothing wrong with that.
We do need to do a certain amountof planning so that we're sure we're
putting our effort into intentional
activities that are designedto yield the results we need.
But if you find yourself feelinglike you need to revise your plan,
every time you turn on the news,
you may be spending time planning thatcould better be spent on implementation.
(04:08):
This is one of the big benefits of workingwith objectives and key results when
we have OKRs created, they help us makedecisions about what to do because we're
clear about what we're aiming to achieve
So we can stay focused on theoutcomes we're aiming for or the
progress measures that we're aimingfor without being as attached to
the activities that we have planned.
(04:30):
OKRs let us focus on the goal and remainflexible about our plans so they can be
a bit of an antidote to over-planning.
At the other end of the spectrum, Isee people just completely abandon
all hope of operating strategically.
Sometimes we wind up in just a dailyfirefight of what's urgent, what's
(04:51):
on fire, what has to happen today.
And I'm a small business owner myself.
I get it.
Some days are like that.
But as a habit, even when the worldis changing quickly around us,
it's still beneficial to have some sort of
point on the map that you'reaiming for in your travels.
(05:13):
So.
It may become harder to forecast yourlikely achievement on your strategy,
but we wanna maintain our strategicplans and keep them current even if
our ability to forecast is inhibitedby how chaotic the environment is
because staying focused on our strategyduring wild rides like this also lets
(05:39):
us capitalize on opportunities thatwe might miss if we're only focusing
on the day to day and what's urgent.
So those two completely reasonable,understandable reactions to
operating in an environmentthat is impossible to forecast,
don't mean that you're doing anythingwrong, it means you're human.
I can't help but make amotorcycle analogy here.
(06:02):
If you've read Keith Code'sTwist of the Wrist, you'll know
survival reactions don't alwayslead to success in motorcycling.
Skilled motorcyclists learn tomanage our survival responses because
our body's natural survival responsessometimes lead to conditions like
(06:22):
putting too much input into the bikeand falling down if we manage our.
Survival reactions, wecan make moderated choices
that might yield betteroutcomes, and keep us upright.
So we're gonna talk aboutjust a couple of the
methods I use for strategicresilience and basically managing
(06:43):
those survival instincts when itcomes to strategy and maintaining
momentum during uncertain times,
There are three steps I'm gonna sharewith you today, and the first one is to
reconnect with your strategic anchors.
If you are working with a strategicplan, that's a six or 10 or 182 page
(07:03):
document, that's not the versionof the strategy that you're gonna
keep front of mind right now.
If you're a regular listener andreader of my work, you're familiar
with the Connected Strategic Stackand Connected Strategic one-pager.
Now is the time to look at that long-termstrategic plan and pull out your
three or four or five maybe max
(07:26):
strategic anchors that are the mostenduring, the most important, the
things that you really have to maintainfocus on, no matter how chaotic the
environment is that you're operating in.
So this is just a distillation processand this is the exercise that we're
actually gonna do in the workshop onMay 7th, to help you either extract your
(07:50):
strategic anchors from your existingstrategic documentation or create
them if you don't have them today.
Identifying a really smallnumber of strategic anchors.
gives you a way to quickly refocuson your foundational direction
When chaos disrupts your well-made plans.
Step two is one of my favoritequestions, and this sounds really
(08:11):
simple, and that is to ask yourselfwhat matters most right now.
If we've got our eye onour strategic anchors,
The question of what mattersmost right now lets us make
near term decisions in alignment
with our big picture direction thatwe know, because we're familiar
(08:32):
with our strategic anchors.
So when I say what matters most rightnow, that doesn't mean what's most
urgent right now, although you mightneed to factor that into account.
If the house is on fire,it doesn't make sense to be
redecorating the second bedroom,
but that simple question of whatmatters most right now when keeping
(08:52):
in mind your strategic anchors.
lets you transform, scattered andoverwhelming thinking into some
simple reminders for yourself
of what it means to make progress andsucceed right where you are today.
The answer to the question, what mattersmost right now lets you make better
decisions about how you choose tospend your time and invest resources.
(09:16):
And helps you put more of yourenergy into focused progress that's
in alignment with your strategicanchors, even if you have limited
time to spend on what's not urgent.
And then step three iseverybody's got a to-do list.
We're not gonna talk about to-do lists.
Here I'm talking about the to done list.
(09:37):
So instead of focusing on that to-dolist, that just always gets longer.
Once you have your strategic anchorsclear and you've externalized your
thinking about what matters mostright now, then you can ask yourself,
what can I get done and launched?
I don't know about you, but thereare plenty of times in my business
where I've started on a project oran initiative and I've been working
(10:01):
on it, and then circumstancesin the market change and that
product or initiative becomes irrelevant.
That's normal.
There's nothing wrong with that.
But in times like these, there's an evenstronger case for building in public.
If you can get something pulledtogether and released that is timely
(10:23):
and aligned to the currentoperating conditions quickly,
most of us are gonna yield more benefitfrom doing a low fidelity, what can I
get done and launched kind of approach.
Then overthinking and overworking work,that risks just becoming irrelevant
as the operating conditions change.
(10:45):
So now is the time for quick launches.
Building in public, I'malways an advocate of.
When we build in public, we reducethe amount of time that we're
overthinking and over planning,which AKA means we're anxious.
We shorten that cycle as much aswe can, so we can get something
(11:07):
into public, into market, andstart getting actual information
or data on its performance earlier.
Which lets us use that data andinformation we receive to inform
how we iterate instead of relyingon our own overthinking to try to
iterate our way to successfulness.
Focusing on what you can get todone and launched, built in public,
(11:32):
getting something done and into thephase where you're getting real world
feedback or data is gonna accelerate yourstrategic learning progress no matter
how uncertain the operating environment.
And the rapid iteration that's possiblewith building in public actually
can create a strategic advantageduring rapid change because you can
be more relevant and responsive toexactly what's happening around you.
(11:56):
You can be more relevant andresponsive to exactly what your
customers or clients are experiencing.
There are a couple other elementsto operating strategically during
chaos that I'd love to share,but I'm just gonna be honest.
I'm truly losing my voice,
so I'll save the pieces on decisionfilters and creating clarity
(12:17):
for teams during uncertainty.
and I'll just share one lastthought before I go today.
If we're operating strategically,then we inevitably have a weekly or
biweekly planning cadence or strategiccheck-in OKR check-in cadence,
and for whatever reason, whenthings get chaotic, it's easy
(12:37):
for those to fall by the wayside.
In favor of that focus on the firefight.
Maintaining your rhythm of business,though is actually really important.
So your fundamental operating rhythm,
I know it's hard when it feelslike everything's on fire,
but keeping your.
Routines of operation going
and having those weekly or biweeklycheck-ins serve as a reset.
(13:03):
They give us an opportunity to pullour heads out of the firefighting we're
doing and what's urgent, and remindourselves of those strategic anchors
and what's really most important.
It can be tempting for those ritualsof connection and alignment to fall off
the calendar when things get chaotic.
And this is your reminderto not let that happen.
(13:24):
All right.
There is a quick little frameworkfor you to think about on how to
stay your course and keep yourfocus on strategic achievement,
no matter how chaotic theenvironment you're operating in.
Don't forget if you'd like to joinme for an expanded version of this,
including workshopping your strategicanchors, you'll find information
(13:46):
on how to register on my website.
The easiest shortcutto spell is findrc.co.
That workshop is actually gonnabe followed by my Q2 No-BS S
trategic Achievement Intensive,
which takes place on May 15th and16th, and that's two half days where
we come together and develop your
(14:09):
resilient chaos proof strategic plan
through a series of structuredexercises and supported coworking time.
That intensive, has proven tobe so effective and useful for
clients, and I love hosting it somuch that It is actually the only
live experience that I'm hostingregularly and quarterly these days.
(14:32):
It's the fastest possible wayto learn how to create No-BS
objectives and key results.
But you don't stop atjust creating your goals.
At the end of the two day experience,you'll generate a behavior change
plan to help you actually achievethe goals that you create.
You'll find information about theworkshop and the No-BS Strategic
(14:53):
Achievement Intensive @findrrc.co.
Oh, and I'd be remiss to notmention the print launch of "You
Are a Strategist (15:01):
Use No-BS OKRs to Get Big Things Done" is on track.
So pencil in May 6th, which, oh mygosh, that's right around the corner.
Where my new book will be availablein print in hard back and soft back,
and as many outlets whereyou buy books as possible.
(15:21):
The priority one for me is bookshop.org,
since they support independentand local bookstores.
And if you can't wait, theebook is available right now
wherever you listen to eBooks.
All right, friends, that's it for today.
Stay in the loop with everythinggoing on around here by
visiting findrc.co/newsletterand joining my mailing list.
(15:46):
Have questions?
My email address is too hard tospell, so just visit findrc.co/contact
and shoot me a note that way.
You'll also find me @saralobkovich on mostof your favorite social media platforms.
For today's show notes,visit findrc.co/thinkydoers.
(16:06):
If there's a guest you'd like to seefeatured on this podcast, drop me a note.
And if you know other Thinkydoerswho'd benefit from this episode, please
share your referrals, your word ofmouth, and those five star reviews that
keep coming in are much appreciated.
I am looking forward to the questions.
This episode sparks for you and Ilook forward to seeing you next time.
Welcome to Thinkydoer Shortswhere we embrace anti perfection
and dive straight into the messymiddle of strategy, leadership,
and personal and career growth.
I'm your host, Sara Lobkovich, creatorof No-BS Objectives and Key Results.
Host of the Thinkydoers podcast and I'ma strategy coach, big time goal nerd and
board certified health and wellness coachwith a focus on work life wellbeing.
(00:25):
In the next few minutes, we'll explorea current topic or insight to spark
your curiosity and provide you apragmatic starting place to take action.
Let's dive in.
Hello all and welcometo this lo-fi episode.
I'm sitting on my sofa recoveringfrom the flu, But I didn't wanna
wait to share this episode with you.
(00:48):
I've been having conversation afterconversation with clients lately about how
to exist strategically in an environmentthat is as uncertain and chaotic as
the one that we're all operating in.
It's kind of the topic of the day I haveclients dramatically impacted by tariffs
(01:10):
and the news shifting and changing there.
I have clients dramatically affectedby spending in public health and
education and by federal fundingdecisions that are being made.
So in normal cycles, I'm often having thequestion from clients, how do we create
strategic plans or strategic goals oroperate strategically when we're in an
(01:33):
environment that is constantly changing?
but I'm usually hearing that fromstartup founders and solopreneurs
as an objection to working with OKRs,where now every single one of my clients
is impacted by the uncertainty of theenvironment that we're operating in.
So I wanted to take a minute today togive you a sneak peek of some of what
(01:53):
I'm gonna be talking about in an upcomingworkshop called Strategy During Chaos
that I'll be hosting on May 7th at9:00 AM Pacific, and then again at 4:00
PM Pacific to make it a little morefriendly for my global time zone friends.
If you'd like to join me for thatworkshop, it's only $19, and if a
scholarship would help or you needa fee waived, just let me know.
(02:16):
This is one where I might even just enablethe pay what you can option to make it
more possible for anyone to participate,
because trust me, there is noshame in $19 being a barrier
to participation at this point.
I get it.
But just in case you can't join,I wanted to share some of the key
points right now here in this episode
because all signs point to thiskind of chaotic and rapidly shifting
(02:42):
operating environment is here tostay at least for the next few years.
So instead of creating strategicplans that are resilient from
occasional disruption, now we'refocused on creating strategic
plans and creating strategic goals
that are resilient for even persistentuncertainty that we're all operating in
(03:02):
There are twin traps thatapply in conditions like this.
The behavior that I see is that folkstend to either shift into over planning
mode or kind of abandon the hope ofoperating strategically entirely.
When the world is uncertain, oneof our instincts as humans is
to focus on what we can control.
(03:24):
And what we can control is our plans.
We can control our plans about what wethink we need to do or what we aim to do.
And so a common responsein a situation like now
is that we try to comfortourselves and give ourselves some
clarity by creating detailed.
Action plans and then adaptingthem as circumstances change.
(03:48):
There's nothing wrong with that.
We do need to do a certain amountof planning so that we're sure we're
putting our effort into intentional
activities that are designedto yield the results we need.
But if you find yourself feelinglike you need to revise your plan,
every time you turn on the news,
you may be spending time planning thatcould better be spent on implementation.
(04:08):
This is one of the big benefits of workingwith objectives and key results when
we have OKRs created, they help us makedecisions about what to do because we're
clear about what we're aiming to achieve
So we can stay focused on theoutcomes we're aiming for or the
progress measures that we're aimingfor without being as attached to
the activities that we have planned.
(04:30):
OKRs let us focus on the goal and remainflexible about our plans so they can be
a bit of an antidote to over-planning.
At the other end of the spectrum, Isee people just completely abandon
all hope of operating strategically.
Sometimes we wind up in just a dailyfirefight of what's urgent, what's
(04:51):
on fire, what has to happen today.
And I'm a small business owner myself.
I get it.
Some days are like that.
But as a habit, even when the worldis changing quickly around us,
it's still beneficial to have some sort of
point on the map that you'reaiming for in your travels.
(05:13):
So.
It may become harder to forecast yourlikely achievement on your strategy,
but we wanna maintain our strategicplans and keep them current even if
our ability to forecast is inhibitedby how chaotic the environment is
because staying focused on our strategyduring wild rides like this also lets
(05:39):
us capitalize on opportunities thatwe might miss if we're only focusing
on the day to day and what's urgent.
So those two completely reasonable,understandable reactions to
operating in an environmentthat is impossible to forecast,
don't mean that you're doing anythingwrong, it means you're human.
I can't help but make amotorcycle analogy here.
(06:02):
If you've read Keith Code'sTwist of the Wrist, you'll know
survival reactions don't alwayslead to success in motorcycling.
Skilled motorcyclists learn tomanage our survival responses because
our body's natural survival responsessometimes lead to conditions like
(06:22):
putting too much input into the bikeand falling down if we manage our.
Survival reactions, wecan make moderated choices
that might yield betteroutcomes, and keep us upright.
So we're gonna talk aboutjust a couple of the
methods I use for strategicresilience and basically managing
(06:43):
those survival instincts when itcomes to strategy and maintaining
momentum during uncertain times,
There are three steps I'm gonna sharewith you today, and the first one is to
reconnect with your strategic anchors.
If you are working with a strategicplan, that's a six or 10 or 182 page
(07:03):
document, that's not the versionof the strategy that you're gonna
keep front of mind right now.
If you're a regular listener andreader of my work, you're familiar
with the Connected Strategic Stackand Connected Strategic one-pager.
Now is the time to look at that long-termstrategic plan and pull out your
three or four or five maybe max
(07:26):
strategic anchors that are the mostenduring, the most important, the
things that you really have to maintainfocus on, no matter how chaotic the
environment is that you're operating in.
So this is just a distillation processand this is the exercise that we're
actually gonna do in the workshop onMay 7th, to help you either extract your
(07:50):
strategic anchors from your existingstrategic documentation or create
them if you don't have them today.
Identifying a really smallnumber of strategic anchors.
gives you a way to quickly refocuson your foundational direction
When chaos disrupts your well-made plans.
Step two is one of my favoritequestions, and this sounds really
(08:11):
simple, and that is to ask yourselfwhat matters most right now.
If we've got our eye onour strategic anchors,
The question of what mattersmost right now lets us make
near term decisions in alignment
with our big picture direction thatwe know, because we're familiar
(08:32):
with our strategic anchors.
So when I say what matters most rightnow, that doesn't mean what's most
urgent right now, although you mightneed to factor that into account.
If the house is on fire,it doesn't make sense to be
redecorating the second bedroom,
but that simple question of whatmatters most right now when keeping
(08:52):
in mind your strategic anchors.
lets you transform, scattered andoverwhelming thinking into some
simple reminders for yourself
of what it means to make progress andsucceed right where you are today.
The answer to the question, what mattersmost right now lets you make better
decisions about how you choose tospend your time and invest resources.
(09:16):
And helps you put more of yourenergy into focused progress that's
in alignment with your strategicanchors, even if you have limited
time to spend on what's not urgent.
And then step three iseverybody's got a to-do list.
We're not gonna talk about to-do lists.
Here I'm talking about the to done list.
(09:37):
So instead of focusing on that to-dolist, that just always gets longer.
Once you have your strategic anchorsclear and you've externalized your
thinking about what matters mostright now, then you can ask yourself,
what can I get done and launched?
I don't know about you, but thereare plenty of times in my business
where I've started on a project oran initiative and I've been working
(10:01):
on it, and then circumstancesin the market change and that
product or initiative becomes irrelevant.
That's normal.
There's nothing wrong with that.
But in times like these, there's an evenstronger case for building in public.
If you can get something pulledtogether and released that is timely
(10:23):
and aligned to the currentoperating conditions quickly,
most of us are gonna yield more benefitfrom doing a low fidelity, what can I
get done and launched kind of approach.
Then overthinking and overworking work,that risks just becoming irrelevant
as the operating conditions change.
(10:45):
So now is the time for quick launches.
Building in public, I'malways an advocate of.
When we build in public, we reducethe amount of time that we're
overthinking and over planning,which AKA means we're anxious.
We shorten that cycle as much aswe can, so we can get something
(11:07):
into public, into market, andstart getting actual information
or data on its performance earlier.
Which lets us use that data andinformation we receive to inform
how we iterate instead of relyingon our own overthinking to try to
iterate our way to successfulness.
Focusing on what you can get todone and launched, built in public,
(11:32):
getting something done and into thephase where you're getting real world
feedback or data is gonna accelerate yourstrategic learning progress no matter
how uncertain the operating environment.
And the rapid iteration that's possiblewith building in public actually
can create a strategic advantageduring rapid change because you can
be more relevant and responsive toexactly what's happening around you.
(11:56):
You can be more relevant andresponsive to exactly what your
customers or clients are experiencing.
There are a couple other elementsto operating strategically during
chaos that I'd love to share,but I'm just gonna be honest.
I'm truly losing my voice,
so I'll save the pieces on decisionfilters and creating clarity
(12:17):
for teams during uncertainty.
and I'll just share one lastthought before I go today.
If we're operating strategically,then we inevitably have a weekly or
biweekly planning cadence or strategiccheck-in OKR check-in cadence,
and for whatever reason, whenthings get chaotic, it's easy
(12:37):
for those to fall by the wayside.
In favor of that focus on the firefight.
Maintaining your rhythm of business,though is actually really important.
So your fundamental operating rhythm,
I know it's hard when it feelslike everything's on fire,
but keeping your.
Routines of operation going
and having those weekly or biweeklycheck-ins serve as a reset.
(13:03):
They give us an opportunity to pullour heads out of the firefighting we're
doing and what's urgent, and remindourselves of those strategic anchors
and what's really most important.
It can be tempting for those ritualsof connection and alignment to fall off
the calendar when things get chaotic.
And this is your reminderto not let that happen.
(13:24):
All right.
There is a quick little frameworkfor you to think about on how to
stay your course and keep yourfocus on strategic achievement,
no matter how chaotic theenvironment you're operating in.
Don't forget if you'd like to joinme for an expanded version of this,
including workshopping your strategicanchors, you'll find information
(13:46):
on how to register on my website.
The easiest shortcutto spell is findrc.co.
That workshop is actually gonnabe followed by my Q2 No-BS S
trategic Achievement Intensive,
which takes place on May 15th and16th, and that's two half days where
we come together and develop your
(14:09):
resilient chaos proof strategic plan
through a series of structuredexercises and supported coworking time.
That intensive, has proven tobe so effective and useful for
clients, and I love hosting it somuch that It is actually the only
live experience that I'm hostingregularly and quarterly these days.
(14:32):
It's the fastest possible wayto learn how to create No-BS
objectives and key results.
But you don't stop atjust creating your goals.
At the end of the two day experience,you'll generate a behavior change
plan to help you actually achievethe goals that you create.
You'll find information about theworkshop and the No-BS Strategic
(14:53):
Achievement Intensive @findrrc.co.
Oh, and I'd be remiss to notmention the print launch of "You
Are a Strategist (15:01):
Use No-BS OKRs to Get Big Things Done" is on track.
So pencil in May 6th, which, oh mygosh, that's right around the corner.
Where my new book will be availablein print in hard back and soft back,
and as many outlets whereyou buy books as possible.
(15:21):
The priority one for me is bookshop.org,
since they support independentand local bookstores.
And if you can't wait, theebook is available right now
wherever you listen to eBooks.
All right, friends, that's it for today.
Stay in the loop with everythinggoing on around here by
visiting findrc.co/newsletterand joining my mailing list.
(15:46):
Have questions?
My email address is too hard tospell, so just visit findrc.co/contact
and shoot me a note that way.
You'll also find me @saralobkovich on mostof your favorite social media platforms.
For today's show notes,visit findrc.co/thinkydoers.
(16:06):
If there's a guest you'd like to seefeatured on this podcast, drop me a note.
And if you know other Thinkydoerswho'd benefit from this episode, please
share your referrals, your word ofmouth, and those five star reviews that
keep coming in are much appreciated.
I am looking forward to the questions.
This episode sparks for you and Ilook forward to seeing you next time.
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