DON'T LET THE URGENT GET IN THE WAY OF THE IMPORTANT

Try as we might, the urgent has a habit of getting in the way of the important. Especially on those giant accounts. If any of these statements ring true, I’m here to help plug the gap.

 

We have a top-to-top, but the team is too stretched to prepare effectively. I need to support them with someone who can co-ordinate across multiple teams and do the deep work needed to show up well.

​

There are important strategic questions from clients and proactive initiatives that are always being relegated to the back burner. I know they could add value, or even drive growth, but it seems impossible for the team to prioritize given workloads. 

​

The leadership team does a great job but after years at the coalface, clients are hankering for a fresh perspective. How can we bring some outside perspective into the room in a meaningful non-threatening way?

​

I'm worried we're not exhibiting enough thought-leadership in fast developing areas like AI, econometrics or multicultural marketing. How can I support the team to deliver exec level thought leadership that is more than network brochureware and thoughtfully applied to the needs of clients' business.

​​

​​I have practical experience responding to all the scenarios above.