There is another pattern that quietly shows up inside leadership teams.
It is called strategy.
Or at least something that looks like strategy.
Whiteboards appear.
Slides are prepared.
Workshops are scheduled.
Frameworks are introduced.
Someone inevitably draws a triangle.
Everyone leaves feeling productive.
Six months later the organization is still asking the same questions.
Who exactly are we for? What makes us different? Why should this matter now?
The problem is not effort.
The problem is that much of what passes for strategy today is actually strategy theater.
Activity that looks strategic without resolving the core tension.
Real strategy is uncomfortable.
It forces trade-offs.
It clarifies what you are not.
It eliminates appealing distractions.
Most importantly, it sharpens the story that guides every decision afterward.
When that story is missing, organizations compensate with more meetings, more frameworks, and more planning cycles.
But coherence does not come from slides.
It comes from confronting the truth of your positioning.
Which is why the most effective leaders I have worked with eventually ask a different question.
Not “What should we do next?”
But:
“What are we actually trying to say?”
Once that becomes clear, execution speeds up dramatically.
Because everyone is finally pulling in the same direction.
That moment, when the fog lifts and the signal emerges, is where coherence begins.
And where strategy stops being theater.
— Hersh, Chief Coherence Officer
Where Hersh is speaking:
Book Calls and Close Clients (Free Audio Summit) April 1–30, 2026
If you already have an offer but aren’t booking enough calls, this summit is for you. Short, focused audio sessions on lead generation, engagement, and conversion — all designed to help you move from attention to actual clients.
Listen on your schedule. Free to attend.