​𝙈𝙞𝙙-𝙔𝙚𝙖𝙧 𝙎𝙩𝙧𝙖𝙩𝙚𝙜𝙞𝙘 𝘿𝙧𝙞𝙛𝙩: 𝘼𝙧𝙚 𝙔𝙤𝙪 (𝙐𝙣)𝙇𝙪𝙘𝙠𝙮, 𝙤𝙧 𝘼𝙧𝙚 𝙔𝙤𝙪 𝙂𝙤𝙤𝙙?

It's almost July. Mid-Year. If you're like most organizations, the strategic plan your team built with real conviction back in January is sitting in a drawer somewhere — or a Google Doc no one has opened since Q1

Be honest about how much of it is still running the business.

For most firms, the plan didn't fail at the whiteboard. It got absorbed into the day-to-day. Renewals. Carrier issues. The producer who needed attention. This week's fire. Six months in, the urgent has crowded out the important, and the strategy that was supposed to define the year has faded into background noise.

Which raises an uncomfortable question for any firm trying to assess it's mid-year progress:

Is your mindset one of control, or being controlled? Too many leaders default to factors "outside of our control" to justify sub-par results:

"Our numbers are down, but it's the soft market." "Our largest account left, but they weren't a good fit for us anyways."

High-performing leaders think differently. They know the research, that strategic drift is always the culprit:

— Companies deliver, on average, only 63% of the financial performance their strategies promise (Mankins & Steele, Harvard Business Review).

— Two-thirds to three-quarters of organizations struggle to execute the strategy they set — and half of all managers can't name even one of their company's top five priorities (Sull, Homkes & Sull, Harvard Business Review).

You cannot execute what your team cannot recall. Strategy rarely dies from a bad idea. It dies from drift.

In my work with insurance brokerages, three principles separate the firms that execute from the firms that drift — and they matter as much at mid-year as on day one:

1. Vivid Vision — a clear, quantified three-year picture of where the firm is going, used as the operating lens for every decision, not a document on a shelf. Drift begins the moment the "why" goes quiet.

2. Radical Prioritization — the Vital Few: three to five objectives that genuinely matter, each with a real owner. Most firms don't have too few priorities. They have too many, which is the same as having none.

3. Dynamic Execution — a disciplined monthly rhythm that keeps strategy alive between planning sessions, so course corrections happen in weeks, not quarters. This is what turns a January plan into a December result.

Mid-year isn't a reason to wait for the next offsite. It's the best moment of the year to ask whether your results are engineered or accidental.

We developed a unique framework called 3P that is specifically designed to help brokerages create and execute growth strategy that cuts through the complexity.

Find out more and take a complimentary strategic execution readiness assessment to gauge your team's ability to execute:https://lnkd.in/epvwh7kG