Leaders who lean towards people-pleasing often spend more time revisiting decisions than they realise. This piece explores why good strategy matters most when it reduces subjectivity and gives teams something objective to work from under pressure.

Much of what we recognise as strategic judgement is not taught through training or frameworks. It is learned through proximity to decisions, exposure to trade-offs and watching experienced leaders think in public. As work patterns change and informal learning erodes, organisations are expecting strategic capability without recreating the conditions that once built it.

Strategy isn’t just for business. It’s how we make sense of what makes us all unique, what’s going on in our lives, decide what matters and act with intent. Here’s how the same thinking can help you shape a productive week ahead - whatever “productive” means for you right now.