Driving Force
Throughout my career, I’ve read a myriad of books covering everything from my spiritual walk, project management best practices, how to raise daughters, and how to win in the stock market (although regardless of how many books I have on that topic, I haven’t quite figured that one out yet. . . probably need one more book!).
Each of these books have, in some way, provided a roadmap for improvement, given me insight into something critical I would otherwise not have likely considered, and have ultimately helped shape some of the most significant decisions I have taken at each fork in the road at which I arrived. However, what I can also appreciate is the voice each author provides when they decide to write a book in the comfort in some combination of their home or office and then launch it across the ether in the hope that whoever reads it will be able to glean something valuable from the experience.
The catalyst creating the momentum for me to write the book was the excitement around expressing the decades’ long struggle of bringing about change. The ability to communicate those lessons learned I’ve gained along the way when it comes to strategy, change management, and their implementation was what inspired me in to write Forget What You Know About Strategy, the Hazards of Strategic Planning. Being able to write about what strategic efforts have gone wrong, and those efforts that, while successful, could have been executed better, and why, is what primarily drove this short book. Communicating the key takeaways in places I have been successful ,along with the pain points faced along the way, has also proven to be cathartic.
Learning
One of the factors I hadn’t considered when I started writing Forget What You Know About Strategy, the Hazards of Strategic Planning is that I would gain additional insight into strategy. My assumption was that writing down everything I knew about strategy would be beneficial. Documenting anything we know about a topic serves to reinforce what we’re most passionate about, but what I didn’t consider is that writing the book would result in insights that hadn’t even occurred to me previously.
Writing a book not only involves writing down our own ideas, but it also requires research in order to back up, or refute, our own experiences. In doing that, I gained volumes worth of insight, which added depth and dimensions to my own takeaways regarding the principles for effective strategic planning and implementation (for which project and change management are critical toolsets to accomplish the strategic initiative).
Thankful
Finally, and most importantly, writing this book has allowed me, in my own way, to give homage to all of the mentors, managers, senior leaders, team members, and friends I’ve had the pleasure of working with over the last 20 years, whose ideas and efforts I’ve benefited from learning about.
I am indebted to all those who have taken time to help and guide me along the way and, in turn, I hope to be able to shed some light on the path that is strategy and change management, based on the reflection of my experiences in this space.
Questions to consider
- Have you considered the notion of writing a book? If so, what would be your aim in writing it? Who would you hope to reach and what would be the ideal outcome if that target audience read your book?
- If the answer to the first question is even just a faint, “yes”, what’s been stopping you from writing that book?
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Sending an email to info@newbeaconconsulting.com
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