Your strategy should inform daily decisions

If you've got a really strong strategy, you can make almost every piece of feedback that you give to your team. And every time you talk to your team, you can almost speak entirely out of things from your strategy document. So somebody says like, hey, do you think we should add this feature? And then you say, like, okay, how does that fit into our strategic investment on giving you insights into your work? And as a pm, you're going to feel like you're repeating yourself nonstop. And you can introduce teams, like, if you're doing like an all hands or something and you're like, great, I'm going to pull up the calendar team and they're working on our strategic pillar of improving insights. So you're going to feel like you're repeating yourself all the time. And that means that maybe you're halfway there. You need to repeat yourself twice as much to the point that you feel ridiculous. And as you talk to people on your team, you'll start to see, especially if you question them, if you try to quiz them, you'll see that nobody else has been as immersed in the strategy as you are. And it's very easy for teams to get a little bit or a lot off track.