![]() Great jobs, world class jobs, jobs people kill for… those jobs don’t get filled by people emailing in resumes. If you don’t have those, why do you think you are remarkable, amazing or just plain spectacular? It sounds to me like if you don’t have those, you’ve been brainwashed into acting like you’re sort of ordinary. Podcasts have come a long way-no longer is it just a couple of guys in a basement talking about Star Trek (not that theres anything wrong with that) but now. I cant remember how I found it, somebody probably. Some say, “well, that’s fine, but I don’t have those.” A long long time ago, and when I first set up in business for myself I discovered Seth Godins blog. Strategy makes sure your tactics are working. Strategic Public Relations first posted on this topic back in 2002. The right strategy puts less pressure on executing your tactics perfectly. The right strategy makes any tactic work better. Or a blog that is so compelling and insightful that they have no choice but to follow up? Seth Godin has a great post on the difference between strategy and tactics. Or a sophisticated project they can see or touch? How about three extraordinary letters of recommendation from people the employer knows or respects? If you don’t have a resume, what do you have? That might be fine for average folks looking for an average job, but is that what you deserve? Just more fodder for the corporate behemoth. Having a resume begs for you to go into that big machine that looks for relevant keywords, and begs for you to get a job as a cog in a giant machine. Once you send me your resume, I can say, “oh, they’re missing this or they’re missing that,” and boom, you’re out. Here’s why: A resume is an excuse to reject you. There’s nothing wrong with winging ituntil there is. There are Big-O problems in marketing, in sales, in customer service, in finance, in production and in compliance. But a strategy without a goal is wasted.This is controversial, but here goes: I think if you’re remarkable, amazing or just plain spectacular, you probably shouldn’t have a resume at all. Pushing the old algorithm too far ends up with a crisiswe need to invest in process before we need it, not when the emergency strikes. If it supports a strategy, a longer-term plan that builds on itself and generates leverage, that's far more powerful. But a tactic by itself is nothing much worth doing. But if you can find out if you share a goal with someone, then can explain how your strategy can make it likely that you'll achieve that goal, working together on a tactic that supports that strategy is an obvious thing to do.Īnd it certainly opens the door to a useful conversation about whether your goal is useful, your strategy is appropriate and your tactic is coherent and likely to cause the change you seek.Ī tactic might feel fun, or the next thing to do, or a lot like what your competition is doing. We cant easily explain this, even to ourselves. We support a charity or a soccer team or a perfume because it gives us a chance to love something about ourselves. We love that it reminds us of our mom, or growing up, or our first kiss. If you merely ask someone to help you with a tactic in isolation, it's likely you won't get the support you need. We love the memory we have of how that brand made us feel once. And today's tactic is hosting an industry dinner that will pair some of our best donors with those that might be open to moving up. Our strategy is to establish a standard for big gifts, to make it something that our good donors aspire to because it feels normal for someone like them. The Tactics: What are the actions you take that cause the strategy to work? What are the events and interactions that, when taken together, comprise your strategy?Īn example: Our goal is to change good donors to our cause into really generous donors. The Strategy: What are the emotions you can amplify, the connections you can make that will cause someone to do something they've hesitated to do in the past (change)? The strategy isn't the point, it's the lever that helps you cause the change you seek. The Goal: Who are you trying to change? What observable actions will let you know you've succeeded?
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