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Strategy at pace

An Operating System

Nick Ellis and Paul Bailey

Listen on
  • More meetings than ever
  • More outputs than ever
  • More departments than ever
  • More stakeholders than ever
  • Shrinking margins
  • Less trust of marketing in the C-Suite

Everyone’s a strategist

But not all pressure is bad

A Theory of Pressure

Pressure
grows us

High expectations
A desire to achieve
A hungerto improve
Space to practice
High-achieveingpeers
Crisis

...can all push us further if they don’t break us, and if they happen within a culture of compassion

Pressure hurts most when you don’t have

AN OPERATING SYSTEM

in place to handle it

Or you are in an abusive situation

01

Lve Problems

Focus on the real problemyou need to solve

02

Remember you exist to S£LL

This will stave off flights of fancy

03

Assess the culture of the category

How do other companies behave?

04

Take a critical v ew

of the marketing briefwhy is this the brief? What’s missing?

05

Work out what to research

based on the problem you need to solveFollow the vital information

06

Remain

Walk away from an idea if it doesn’tstand the test of new information

07

Keep your favourite techniques near

You won’t have to reinvent your process each time

08

Reality-check yourself

Get out of your head and into the real world

09

Borrow ideas

Look at other categories you could learn from

10

Sponge the world

Keep living and learning as everything is stimulus

11

Take care near rabbit holes

Keep yourself and colleaguesaway from the darkness

12

Know your words

Work out your team’s vocabulary so youdon’t have to second guess each other

If you are constantly under pressure

and there’s zero compassion,you’re not learning, you don’t get timeto rest, you’ve become difficult to bearound, and you’ve tried to implementchanges to no avail, well,

this operating system can wait for your next job

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