Strategy represents more than a plan of action—it's a philosophy that drives decision-making. As author Seth Godin articulates, "Strategy is a series of questions that lead to answers."
In his newest book, This is Strategy: Make Better Plans, Godin examines the principles of strategy, offering readers a framework that embraces adaptability and intentionality. The book challenges leaders to think beyond immediate solutions and invest in decisions that create sustainable, meaningful progress.
During a wide-ranging discussion, Godin and I discussed several of the 294 strategy maxims found in the book. The manuscript is a rallying cry, tackling how to think strategically in a complex, ever-changing world.
Strategy as a Compass, Not a Map
Giving an insight into how his strategic brain works, for Godin, strategy is not what most people think it is.
"Strategy is a philosophy. It's not a map—it's a compass," Godin remarked during our discussion. It is common for leaders to mistakenly assume that a strategy must produce a direct route to success. While Godin posits that effective leadership involves establishing a clear direction, you must also remain adaptable to change throughout the journey.
The key lies in understanding where you're generally headed rather than mapping out every potential marker in advance.
He believes that clarity of purpose is vital. "The work is easier if you can see where you're headed," Godin points out. Leaders who maintain this sense of direction can make decisions confidently, even in the face of uncertainty.
So, rather than becoming fixated on every detail, good strategic leaders stay focused on guiding their teams toward long-term objectives, adapting—and being resilient—when necessary, and never losing sight of the ultimate goal.
Being a visionary is fine, but it implies you have some unique insight into the future. You don't have to win the boat race, per se, because the mark of a true strategic leader is to be ready for all potential weather conditions, aided, of course, by a compass.
Godin believes that "understanding the various systems in our life makes you good at strategy."
Focus on the Smallest Viable Market
To be an influential strategist, Godin promotes the idea of serving the "smallest viable market."
"Your work doesn't have to be for everyone; it just has to be for someone," he says. This challenges traditional notions of scaling for mass appeal, counterintuitively suggesting that the most significant impact comes from focusing on a dedicated audience.
Leaders who focus their energy on a specific group create more profound and meaningful connections. "If you can't be passionate about serving a specific group of people, you can't make a ruckus," Godin notes. And for fans of Godin, you know how much he likes to make a ruckus.
As an author, Godin notes that he's had more than 20 best-selling books in a row, but not one of them has reached more than 1% of the population. "I have 0% market share," he jokes.
Being an influential strategist means leaders need to be selective about their audience. "If you pick who it's for and they don't like it, you better make something better," he said. "But if you pick who it's for and they like it, you're going to succeed. And the people you didn't pick, forget them because it's not for them."
The emphasis here is on quality and purpose. Leaders can deliver real value by centering their efforts on a well-defined market and building loyalty and trust with those they serve.
Consistency Over Authenticity
What I didn't expect from Godin was a take-down on the concept of being an authentic leader.
"Authenticity is overrated; consistency is underrated," Godin said.
Rather than chasing the elusive ideal of authenticity, Godin believes leaders should focus on showing up and doing the work reliably. More than the often vague notion of being authentic, consistency creates trust and stability.
"People trust you when they know what to expect," Godin insists.
This doesn't mean leaders should be untrue to themselves, but they should prioritize dependability. Consistent actions and decisions make leadership credible. Teams want leaders who are steady and predictable, and those who demonstrate this ability earn respect and loyalty.
The Importance of Saying No
"Saying no is a strategy because it protects the long-term over the short-term," Godin explains.
Leaders often face pressure to say yes to everything in a world replete with constant distractions and demands. However, Godin's insight points to the importance of prioritizing carefully, ensuring that only the most aligned opportunities receive the attention they deserve.
"When you say yes to everything, you end up doing nothing important," he warns.
Leaders must safeguard their energy and resources by learning to say no. It's about making conscious decisions that keep the focus on strategic goals. The ability to say no preserves the integrity of leadership, ensuring that time and effort are spent on the strategic issues that genuinely matter.
Godin's teachings in This Is Strategy challenge leaders to embrace strategy as a way of thinking—a mindset that involves clear direction, focus, consistency, and discernment. Ultimately, he believes that leadership requires more than simply following a plan.
By following Godin's principles, leaders can create environments where they and their teams thrive, making intentional decisions that drive long-term success.
Strategy, after all, is about guiding the future with deliberate choices today.
And while you’re at it, go out and buy a compass.