In any executive-level meeting, there are as many egos in the room as there are people—mine included. Especially during strategy and planning discussions, ideas can clash, opinions get louder, and convictions run deep. While this might seem counterproductive on the surface, I’ve learned that great strategies are often born from these moments of tension and challenge.
Over my years as a leader and advisor, I’ve realized that balancing conviction with flexibility—and making room for communication, trust, and collaboration—is what transforms a good plan into a great one.
Here’s how I’ve learned to navigate these meetings, foster alignment, and build strategies that truly work.
The Challenge: Egos in the Room
When multiple leaders come together to craft a strategy, it’s natural for strong opinions to surface. Sometimes, an idea is questioned. Other times, someone digs their heels in. In these moments, I’ve found it essential to ask myself two questions:
- Is this resistance valid? Does this person have a legitimate concern I haven’t considered?
- Is this just a disagreement based on preference or style?
The truth is, 99% of the time, people’s concerns come from a place of care and purpose—not opposition for the sake of it. And when I’m wrong or my recommendation doesn’t align with the bigger picture, I’m ready to adjust. The strategy isn’t about me; it’s about building a plan that achieves the company’s vision.
That being said, this balance of openness and conviction doesn’t just happen on its own. It requires regular communication, trust, and a collaborative mindset.
The Mistake: Working in a Vacuum
The toughest experiences I’ve had presenting strategies were when I thought I could do it all on my own. I’d lock myself away, overthink every detail, and try to deliver a perfectly polished plan in one go. It was silly.
No strategy—especially a great one—is built in isolation. The best plans evolve through conversation, feedback, and refinement. Weeks (and sometimes months) of collaborative effort are often required to create a strategy that:
- Makes logical sense
- Offers a competitive advantage
- Forecasts realistic and positive KPIs
And that evolution can’t happen without buy-in and input from the leaders and team members around you.
Tips for Building Strategies That Win
Over time, I’ve developed a few key principles that help me navigate planning sessions, balance egos, and create strategies that work:
1. Frequent & Regular Touchpoints - Avoid going weeks without checking in. Long gaps lead to misunderstandings and misalignment. Instead, keep communication consistent. These touchpoints build trust, prevent surprises, and ensure everyone stays on the same page as the plan evolves.
2. Create Space for All Ideas - Whether it’s a bold new suggestion or feedback that feels a little off, give every idea its moment. Sometimes a concept that seems “off-track” at first has real merit—other times, it doesn’t. Either way, being open shows humility and builds a stronger team dynamic.
3. Encourage Open, Honest Communication - The best strategies come from teams that let their guard down and lead with honesty. Everyone should feel comfortable challenging ideas or offering feedback, knowing that the process is about building something together.
4. Balance Conviction with Flexibility As a leader, I provide the recommendations I was brought in to deliver. But I also know when to listen, adjust, and say, “Let’s go in a new direction.” It’s about moving forward together, not clinging to your own perspective.
The Biggest Takeaway: Alignment Over Perfection
Building a solid strategy isn’t about having all the answers upfront. It’s about shaping, refining, and aligning at every stage—together.
Success in strategy doesn’t hinge on ego or individual effort; it depends on trust, collaboration, and communication. As a leader or advisor, it’s my role to guide the process, ensure clarity, and provide the insight needed to bring a shared vision to life.
Final Thought
So the next time you’re in a meeting filled with egos, remember: this isn’t about winning an argument or proving someone wrong. It’s about creating a strategy that moves everyone forward. Lean into the challenges, invite feedback, and stay aligned.
Because the best plans aren’t just made—they’re accomplished, together.