Early in the strategy process I love to be wrong.*

I’ll share the kernel of my idea** with the client and while I always hope they love the concept, sometimes missing the mark is better.

People will give you way more feedback on why you’re wrong (see: the internet). So hearing what and where you missed can be the most valuable discovery, while just hearing “yes” or “love it” can keep you from digging in and finding a deeper vein to mine.

Everything is a hypothesis. The goal is better results.

*Late in the strategy process I absolutely don’t want to be wrong. A good strategy deliverable is anticlimactic in that it isn’t a surprise. The client should know what’s coming. The excitement is in the energy to turn the idea into reality.

**Don’t manufacture wrongness. Make a true, genuine attempt. But then show your ego the door and listen.