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The essence of strategy is choosing what not to do.
If you can’t describe your strategy in twenty minutes, you haven’t got a plan simply and in plain language. ‘But,’ people may say, ‘I’ve got a complex strategy. It can’t be reduced to a page.’ That’s nonsense. That’s not a complex strategy. It’s a complex thought about the strategy.
If your enemy is secure at all points, be prepared for them. If they are in superior strength, evade them. If your opponent is temperamental, seek to irritate them. Pretend to be weak so that they may grow arrogant. If they are taking their ease, give them no rest. If their forces are united, separate them. If sovereign and subject are in accord, put a division between them. Attack your enemy where they are unprepared. Appear where you are not expected .
Success is not final; failure is not fatal: it is the courage to continue that counts.
Success usually comes to those too busy to be looking for it.
The leaders who work most effectively, it seems to me, never say “I.” And that’s not because they have trained themselves not to say “I.” They don’t think “I.” They think “we”; they think “team.” They understand their job is to make the team function. They accept responsibility and don’t sidestep it, but “we” gets the credit. This creates trust, which enables you to get the task done.
If you really look closely, most overnight successes took a long time.
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