Clarity is the difference between strategy that moves and strategy that stalls. If your team doesn’t “get” the strategy, you have no chance of executing it. Yet, clarity doesn’t happen by accident. It requires discipline: cutting through ambiguity, prioritizing what matters most, and ensuring that every person understands not just the what, but the why behind the strategy.

Simon Sinek famously calls on us to “start with why.” But for strategy to truly stick, we also need to explain “why me?”

People commit when they see how their work matters—when the strategy doesn’t just make sense, but feels personal. That’s when execution takes off.

And behavioral science backs this up.

The key to a successful strategy often lies in what you decide not to do. While it might seem counterintuitive, defining what you won't pursue can be more impactful than defining what you will. By spelling out these "why nots" and "what nots," you sharpen your focus and reinforce your distinct position in the market. This process helps both leaders and teams clarify what the organization stands for, ultimately bringing sharper focus and resilience to strategic decisions.

Let’s face it: nobody likes constraints at first. We all want freedom—more resources, more budget, more tools. But here’s the twist: constraints are actually our friend. Knowing what you can’t do helps you laser-focus on what you can do. Instead of chasing every possibility, you zero in on what really matters.

When a new strategy is on the table, there’s often a push for “more”—more money, more people, more time. But guess what? Adding more tends to makes things messier. More complexity, more decisions, more things to manage. The real magic happens when it’s clear that more isn’t coming. That’s when everyone rolls up their sleeves and figures out how to make it work with what they’ve got.