With a system in place, you can better do the most essential job of a strategist: think long term.To put into practice your vision, you need systems, routines and rituals—structures that prevent you from sliding off the track.

Adopt Systems & Processes

This is a stoic lesson, to visualize failure in advance.It helps because if you imagine failure you start seeing all the ways that have led to that result. And you can start actively working on addressing and mitigating them in advance.

The Art of Negative Visualization

The best time to do it was yesterday, the next best is right now. Don’t put off dealing with your problems. They will only grow.

Deal With Problems Early

Strategy requires objectivity and seeing things as they are. It requires us to put aside how our emotions cloud our thinking with fear overconfidence and see how the situation truly is.

Seeing Things As They Are

It is a place where we are perpetually reactive to other people’s demands and needs, driven by emotional instead of logical impulses.We need to escape it and see things objectively and with detachment, from a distance.

Tactical Hell

This is a team with a simple job: to find holes and problems in your plan.Leave your ego out and be grateful when people expose flaws in your approach.

Form a Red Team

If you become too myopic and focused on your scope of work, you might lose contact with the bigger picture.

Beware of Specialization

If you want to be successful, leave no room for your ego.You actively submit your strategic plans to feedback and criticism—that’s how they get better.

Actively Seek Criticism

Before he would jump into an idea and go full steam, take a reflective period to step back ask yourself: "What do I really have here? Do I actually have something? What am I hoping to accomplish?”

The ‘Draw-Down Period’

Whether you're starting a business, writing a book, playing a sport, or negotiating a salary increase with your boss, a strategy is essential. Without one, what exactly are you doing? Most people are not strategic. They are reactive. A critic of the inventor John DeLorean described the leadership style which sunk that company as "chasing colored balloons."

Actively Seek Criticism

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