You're never done

I'm working on a new keynote speech. And I was in some incredible training last week for three days with an organization called Heroic Public Speaking and the focus of the training was on the stage craft part of the speech, once you've got your speech written, how do you bring it to life on stage?

What my concern was, I didn't feel like the speech was totally done.

There were still things I needed to tweak.

Still parts of the speech that I knew weren't quite right.

What I found out in that training, is you're never done writing the speech. If you wait until you're done, you'll be waiting forever. In fact, it's that rehearsal process, and the stage craft part of the speech, that helps you make it better.

So I hope I'm giving this speech for years to come to 1000s of people. And I'll never be done, I'll always be tweaking it, tweaking the words shifting where I pause, what the operative words are, where I'm standing on the stage, that's never done, I'm never done.

I come across that same thing when I work with my clients on things like org structure, or strategy.

Leaders think they're done. And they're never done, I might bring up some pieces of strategy, like let's really fine tune and figure out what differentiates you in the marketplace in the eyes of your core customer.

And sometimes I'll get looks like, why are we doing that again? Didn't we just do that last year?

Of course you did.

You're never done doing that.

You're always learning as an organization, you've got new talent in the organization, your customers are changing, the world is changing. So you're never done.

When you think about how you structured your organization, the way it was structured last year, when you were a $10 million organization, and the way it needs to be structured this year now that you're 15 million dollars, and you're focused on some different industries, and you've got some new products and services, that org structure is going to be different.

So when you sit down as a team, as a leadership team, don't get caught up in the mistake of we developed our three-year strategy a year ago, we've still got two years left. We don't have to talk about it anymore. Of course, you have to talk about it. You're never done.

What conversations are you having to tweak, improve, change that strategy, change that org structure?
And how often are you having those conversations?