Goals, strategy, tactics: What for? For changing what?

The Goal: Who are you trying to change? What observable actions will let you know you’ve succeeded?

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 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?

An example: Our goal is to change good donors to our cause into really generous donors.

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.

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.

If you merely ask someone to help you with a tactic in isolation, it’s likely you won’t get the support you need. 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.

And 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.

A tactic might feel fun, or the next thing to do, or a lot like what your competition is doing. But a tactic by itself is nothing much worth doing. If it supports a strategy, a longer-term plan that builds on itself and generates leverage, that’s far more powerful. But a strategy without a goal is wasted.

If you need to explain, just proceed with the change first

Sometimes you can have both, but being crystal clear about categorization, topic sentences and the deliverable get in the way of actually making an impact.

If you can make change with a memo containing three bullet points, then by all means, do so.

The rest of the time, you might have to sacrifice the easy ride of clarity for the dense fog of telling stories, using inferences, understanding worldviews and most of all, engaging in action, not outlining the details. of a hypothetical interaction.

It turns out, humans don’t use explanations to make change happen. They change, and then try to explain it.

(So, whatever it takes to make an impact by action changing processes is far better than focusing on an exhaustive explanation discourse?)